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CONTENTS
CHAPTER
NO
PARTICULARS PAGE
NO
1INTRODUCTION
1
11 Introduction to the Study1
12 Company Profile 4
13 Statement of the Problem 25
14 Objective of the study 27
15 Need of the study 27
16 Scope of the study 26
2 MAIN THEME OF THE STUDY
21 Review of Literature 28
22 Research Methodology 28
23 Limitations of the Study 40
3 RESULTS DISCUSSIONS AND
CONCLUSION
31 Analysis and Interpretation 41
32 Findings from the study 51
33 Suggestions and Recommendation 52
NEXGEN CAREER
34 Conclusion 53
4 APPENDICES
41Questionnaire 55
42 References 65
CHAPTER-1
INTRODUTION
11 Introduction
An issue which usually generates a great deal of attention from most
managers administrators and those involved in Human Resources
Management is the issue of how to successfully motivate employee While it
is true that aspects like staff recruitment controlling managing leading and
many more are of great importance to the success of an organization
Employee Motivation is generally considered a core element in running a
successful business
In the organizational setting the word ldquoMotivationrdquo is used to describe the
drive that impels an individual to work A truly motivated person is one who
ldquowantsrdquo to work Both employees and employers are interested in
understanding motivation if employees know what strengthens and what
weakens their motivation they can often perform more effectively to find
more satisfaction in their job Employers want to know what motivates their
employees so that they can get them to work harder The concept of
motivation implies that people choose the path of action they follow When
behavioral scientists use the word motivation they think of its something
steaming from within the person technically the term motivation has its origin
2
in the Latin word ldquomoverrdquo which means ldquoto moverdquo Thus the word motivation
stands for movement If a manager truly understands his subordinatersquos
motivation he can channel their ldquoinner staterdquo towards command goals ie
goals shared by both the individual and the organization It is a well known
fact that human beings have great potential but they do not use it fully when
motivation is absent Motivation factor are those which make people give
more than a fair dayrsquos work and that is usually only about sixty-five percent of
a personrsquos capacity Obviously every manager should be releasing hundred
percent of an individualrsquos to maximize performance for achieving
organizational goals and at the same to enable the individual to develop his
potential and gain satisfaction Thus every manager should have both interest
and concern about how to enable people to perform task willingly and to the
best of their ability At one time employees were considered just another
input into the production of goods and services What perhaps changed this
way of thinking about employees was research referred to as the Hawthorne
Studies conducted by Elton Mayo from1924 to 1932 This study found
employees are not motivated solely by money and employee behavior is
linked to their attitudes
The Hawthorne Studies began the human relations approach to management
whereby the needs and motivation of employees become the primary focus of
managers
112 Definition of Motivation
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
The only way to get people to like working hard is to motivate them
Today people must understand why theyre working hard Every
3
individual in an organization is motivated by something different -
Rick Pitino
ldquoEmployee motivation is a reflection of the level of energy
commitment and creativity that a companys workers bring to their
jobsrdquo
Psychological forces that determine the direction of a persons
behavior in an organization a persons level of effort and a persons
level of persistence- G Jones and J George from the book
Contemporary Management
Basics about Motivation
1 Motivating employees starts with motivating yourself itrsquos amazing
how if you hate your job it seems like everyone else does too If you
are very stressed out it seems like everyone else is too Enthusiasm is
contagious If youre enthusiastic about your job its much easier for
others to be too Also if yoursquore doing a good job of taking care of
yourself and your own job youll have much clearer perspective on
how others are doing in theirs A great place to start learning about
motivation is to start understanding your own motivations The key to
helping to motivate your employees is to understand what motivates
them So what motivates you Consider for example time with
family recognition a job well done service learning etc How your
job is configured to support your own motivations What can you do
to better motivate yourself
2 Always work to align goals of the organization with goals of
employees as mentioned above employees can be all fired up about
their work and be working very hard However if the results of their
work dont contribute to the goals of the organization then the
organization is not any better off than if the employees were sitting on
their hands -- maybe worse off Therefore its critical that managers 4
and supervisors know what they want from their employees These
preferences should be worded in terms of goals for the organization
Identifying the goals for the organization is usually done during
strategic planning Whatever steps you take to support the motivation
of your employees (various steps are suggested below) ensure that
employees have strong input to identifying their goals and that these
goals are aligned with goals of the organization (Goals should be
worded to be ldquoSMARTER
3 Key to supporting the motivation of your employees understands what
motivates each of them each person is motivated by different things
Whatever steps you take to support the motivation of your employees
they should first include finding out what it is that really motivates
each of your employees You can find this out by asking them
listening to them and observing them
4 Recognize that supporting employee motivation is a process not at ask
Organizations change all the time as do people Indeed it is an
ongoing process to sustain an environment where each employee can
strongly motivate themselves If you look at sustaining employee
motivation as an ongoing process then youll be much more fulfilled
and motivated yourself
5 Support employee motivation by using organizational systems (for
example policies and procedures)--dont just count on good intentions
donrsquot just count on cultivating strong interpersonal relationships with
employees to help motivate them The nature of these relationships can
change greatly for example during times of stress Instead use
reliable and comprehensive systems in the workplace to help motivate
employees
5
For example establish compensation systems employee performance
systems organizational policies and procedures etc to support employee
motivation Also establishing various systems and structures helps ensure
clear understanding and equitable treatment of employees
113 Importance of Motivation
Motivation is a very important for an organization because of the following
benefits it provides-
Puts human resources into action
Every concern requires physical financial and human resources to accomplish
the goals It is through motivation that the human resources can be utilized by
making full use of it This can be done by building willingness in employees
to work This will help the enterprise in securing best possible utilization of
resources
Improves level of efficiency of employees
The level of a subordinate or a employee does not only depend upon his
qualifications and abilities For getting best of his work performance the gap
between ability and willingness has to be filled which helps in improving the
level of performance of subordinates This will result into-
uuml Increase in productivity
uuml Reducing cost of operations and
uuml Improving overall efficiency
Leads to achievement of organizational goals
The goals of an enterprise can be achieved only when the following factors
take place -
6
uuml There is best possible utilization of resources
uuml There is a co-operative work environment
uuml The employees are goal-directed and they act in a purposive manner
uuml Goals can be achieved if co-ordination and co-operation takes place
simultaneously which can be effectively done through motivation
Builds friendly relationship
Motivation is an important factor which brings employees satisfaction This
can be done by keeping into mind and framing an incentive plan for the
benefit of the employees This could initiate the following things
uuml Monetary and non-monetary incentives
uuml Promotion opportunities for employees
uuml Disincentives for inefficient employees
In order to build a cordial friendly atmosphere in a concern the above steps
should be taken by a manager This would help in
uuml Effective co-operation which brings stability
uuml Industrial dispute and unrest in employees will reduce
uuml The employees will be adaptable to the changes and there will be no
resistance to the change
uuml This will help in providing a smooth and sound concern in which
individual interests will coincide with the organizational interests
uuml This will result in profit maximization through increased productivity
Leads to stability of work force
Stability of workforce is very important from the point of view of reputation
and goodwill of a concern The employees can remain loyal to the enterprise
only when they have a feeling of participation in the management The skills
and efficiency of employees will always be of advantage to employees as well
as employees This will lead to a good public image in the market which will
7
attract competent and qualified people into a concern As it is said ldquoOld is
goldrdquo which suffices with the role of motivation here the older the people
more the experience and their adjustment into a concern which can be of
benefit to the enterprise
114 What motivates employees
Every person has a different reason for going to work These reasons are as
individual as whichever person you may ask But all of the reasons for
working share a common thread We all obtain something from work we need
There is much discussion about the value of extrinsic motivation (monetary
and other material rewards) versus intrinsic motivation where people re driven
by whatrsquos inside them not by the trappings of success
Whereas I recognize how critical extrinsic motivation isndashwe all need to be
rewarded fairly for the job that we do-in my experience the most effective
factors relating to employee motivation are related to intrinsic motivation
1 Empowerment Feeling trusted and empowered is a tremendous motivator
2 Growth Feeling that they are growing and developing personally
3 Inclusion lsquoTo belongrsquo is a fundamental need whether as a member of a
family peer group network team or company Itrsquos human nature to want to
be on the inside not the outside
4 Purpose Today people care more about what happens tomorrow and want
to contribute to ensuring the future of our children and the health of our
communities and planet
5 Trust the fabric that holds it all together and makes it real
Framework of motivation
8
The framework comprises six steps-
1) Motivation process begins with the individualrsquos needs Needs are telt
deprivations which the individual experiences at a given time and act
as energizers These needs may be psychological (eg the needs for
recognition) physiological (eg the needs for water air or foods) or
social (eg the needs for friendship)
2) Motivation is goal directed
3) A goal is a specific result that the individual wants to achieve An
employeersquos 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 They are signals to employees that their
needs for advancement and recognition and their behaviors are
appropriate
5) Once the employee have received either rewards or punishments
6) They reassess their needs
The Role of Motivation
Why do we need motivated employees
The answer is survival 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
employeersquos changes constantly 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
9
Mechanism of motivation
Motivation is the process that starts with physiological or psychological
deficiency or need that activate behavior or a drive that is aimed at a goal or
incentive
The following diagram depicts the motivation process
Mechanism of Motivation
Needs Drives Goal
Deprivation Deprivation Reduction
With of Drives
Direction
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 successmiddot Drives ldquoDrives (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 ndash 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 drive is a psychological state which moves an
individual satisfying needmiddot 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 10
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
115 Types of Motivation
There are many types of motivation
Motivational techniques have been experienced by every person from birth
We learn behavior through motivation We live our whole lives because of
motivation The question that remains however is this What motivation
should a person have This is important because our motivation decides our
behavior Some types of motivation are more effective than others However
the perfect motivation for you can only be decided by one person YOU
Why do people do what they do Why do we go on every day living our lives
and trying to find justification for our existence Some people think that they
can find purpose in the things that motivate them Others just see the
motivation and react automatically
There is no one thing that motivates people to perform certain actions People
are different so it follows that their motivations have to be different Here are
some types of motivation
Achievement ndash
This is the motivation of a person to attain goals The longing for achievement
is inherent in every man but not all persons look to achievement as their
motivation They are motivated by a goal In order to attain that goal they are
willing to go as far as possible The complexity of the goal is determined by a
persons perception
11
To us the terms simple and complex are purely relative What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person However if your motivation is achievement you will find that your
goals will grow increasingly complex as time goes by
Socialization ndash
Some people consider socialization to be their main motivation for actions
This is especially evident in the situation of peer pressure Some people are
willing to do anything to be treated as an equal within a group structure The
idea of being accepted among a group of people is their motivation for doing
certain things
Incentive motivation ndash
This motivation involves rewards People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach
a certain goal While achievement motivation is focused on the goal itself
incentive motivation is driven by the fact that the goal will give people
benefits Incentive motivation is used in companies through bonuses and other
types of compensation for additional work
12
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
34 Conclusion 53
4 APPENDICES
41Questionnaire 55
42 References 65
CHAPTER-1
INTRODUTION
11 Introduction
An issue which usually generates a great deal of attention from most
managers administrators and those involved in Human Resources
Management is the issue of how to successfully motivate employee While it
is true that aspects like staff recruitment controlling managing leading and
many more are of great importance to the success of an organization
Employee Motivation is generally considered a core element in running a
successful business
In the organizational setting the word ldquoMotivationrdquo is used to describe the
drive that impels an individual to work A truly motivated person is one who
ldquowantsrdquo to work Both employees and employers are interested in
understanding motivation if employees know what strengthens and what
weakens their motivation they can often perform more effectively to find
more satisfaction in their job Employers want to know what motivates their
employees so that they can get them to work harder The concept of
motivation implies that people choose the path of action they follow When
behavioral scientists use the word motivation they think of its something
steaming from within the person technically the term motivation has its origin
2
in the Latin word ldquomoverrdquo which means ldquoto moverdquo Thus the word motivation
stands for movement If a manager truly understands his subordinatersquos
motivation he can channel their ldquoinner staterdquo towards command goals ie
goals shared by both the individual and the organization It is a well known
fact that human beings have great potential but they do not use it fully when
motivation is absent Motivation factor are those which make people give
more than a fair dayrsquos work and that is usually only about sixty-five percent of
a personrsquos capacity Obviously every manager should be releasing hundred
percent of an individualrsquos to maximize performance for achieving
organizational goals and at the same to enable the individual to develop his
potential and gain satisfaction Thus every manager should have both interest
and concern about how to enable people to perform task willingly and to the
best of their ability At one time employees were considered just another
input into the production of goods and services What perhaps changed this
way of thinking about employees was research referred to as the Hawthorne
Studies conducted by Elton Mayo from1924 to 1932 This study found
employees are not motivated solely by money and employee behavior is
linked to their attitudes
The Hawthorne Studies began the human relations approach to management
whereby the needs and motivation of employees become the primary focus of
managers
112 Definition of Motivation
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
The only way to get people to like working hard is to motivate them
Today people must understand why theyre working hard Every
3
individual in an organization is motivated by something different -
Rick Pitino
ldquoEmployee motivation is a reflection of the level of energy
commitment and creativity that a companys workers bring to their
jobsrdquo
Psychological forces that determine the direction of a persons
behavior in an organization a persons level of effort and a persons
level of persistence- G Jones and J George from the book
Contemporary Management
Basics about Motivation
1 Motivating employees starts with motivating yourself itrsquos amazing
how if you hate your job it seems like everyone else does too If you
are very stressed out it seems like everyone else is too Enthusiasm is
contagious If youre enthusiastic about your job its much easier for
others to be too Also if yoursquore doing a good job of taking care of
yourself and your own job youll have much clearer perspective on
how others are doing in theirs A great place to start learning about
motivation is to start understanding your own motivations The key to
helping to motivate your employees is to understand what motivates
them So what motivates you Consider for example time with
family recognition a job well done service learning etc How your
job is configured to support your own motivations What can you do
to better motivate yourself
2 Always work to align goals of the organization with goals of
employees as mentioned above employees can be all fired up about
their work and be working very hard However if the results of their
work dont contribute to the goals of the organization then the
organization is not any better off than if the employees were sitting on
their hands -- maybe worse off Therefore its critical that managers 4
and supervisors know what they want from their employees These
preferences should be worded in terms of goals for the organization
Identifying the goals for the organization is usually done during
strategic planning Whatever steps you take to support the motivation
of your employees (various steps are suggested below) ensure that
employees have strong input to identifying their goals and that these
goals are aligned with goals of the organization (Goals should be
worded to be ldquoSMARTER
3 Key to supporting the motivation of your employees understands what
motivates each of them each person is motivated by different things
Whatever steps you take to support the motivation of your employees
they should first include finding out what it is that really motivates
each of your employees You can find this out by asking them
listening to them and observing them
4 Recognize that supporting employee motivation is a process not at ask
Organizations change all the time as do people Indeed it is an
ongoing process to sustain an environment where each employee can
strongly motivate themselves If you look at sustaining employee
motivation as an ongoing process then youll be much more fulfilled
and motivated yourself
5 Support employee motivation by using organizational systems (for
example policies and procedures)--dont just count on good intentions
donrsquot just count on cultivating strong interpersonal relationships with
employees to help motivate them The nature of these relationships can
change greatly for example during times of stress Instead use
reliable and comprehensive systems in the workplace to help motivate
employees
5
For example establish compensation systems employee performance
systems organizational policies and procedures etc to support employee
motivation Also establishing various systems and structures helps ensure
clear understanding and equitable treatment of employees
113 Importance of Motivation
Motivation is a very important for an organization because of the following
benefits it provides-
Puts human resources into action
Every concern requires physical financial and human resources to accomplish
the goals It is through motivation that the human resources can be utilized by
making full use of it This can be done by building willingness in employees
to work This will help the enterprise in securing best possible utilization of
resources
Improves level of efficiency of employees
The level of a subordinate or a employee does not only depend upon his
qualifications and abilities For getting best of his work performance the gap
between ability and willingness has to be filled which helps in improving the
level of performance of subordinates This will result into-
uuml Increase in productivity
uuml Reducing cost of operations and
uuml Improving overall efficiency
Leads to achievement of organizational goals
The goals of an enterprise can be achieved only when the following factors
take place -
6
uuml There is best possible utilization of resources
uuml There is a co-operative work environment
uuml The employees are goal-directed and they act in a purposive manner
uuml Goals can be achieved if co-ordination and co-operation takes place
simultaneously which can be effectively done through motivation
Builds friendly relationship
Motivation is an important factor which brings employees satisfaction This
can be done by keeping into mind and framing an incentive plan for the
benefit of the employees This could initiate the following things
uuml Monetary and non-monetary incentives
uuml Promotion opportunities for employees
uuml Disincentives for inefficient employees
In order to build a cordial friendly atmosphere in a concern the above steps
should be taken by a manager This would help in
uuml Effective co-operation which brings stability
uuml Industrial dispute and unrest in employees will reduce
uuml The employees will be adaptable to the changes and there will be no
resistance to the change
uuml This will help in providing a smooth and sound concern in which
individual interests will coincide with the organizational interests
uuml This will result in profit maximization through increased productivity
Leads to stability of work force
Stability of workforce is very important from the point of view of reputation
and goodwill of a concern The employees can remain loyal to the enterprise
only when they have a feeling of participation in the management The skills
and efficiency of employees will always be of advantage to employees as well
as employees This will lead to a good public image in the market which will
7
attract competent and qualified people into a concern As it is said ldquoOld is
goldrdquo which suffices with the role of motivation here the older the people
more the experience and their adjustment into a concern which can be of
benefit to the enterprise
114 What motivates employees
Every person has a different reason for going to work These reasons are as
individual as whichever person you may ask But all of the reasons for
working share a common thread We all obtain something from work we need
There is much discussion about the value of extrinsic motivation (monetary
and other material rewards) versus intrinsic motivation where people re driven
by whatrsquos inside them not by the trappings of success
Whereas I recognize how critical extrinsic motivation isndashwe all need to be
rewarded fairly for the job that we do-in my experience the most effective
factors relating to employee motivation are related to intrinsic motivation
1 Empowerment Feeling trusted and empowered is a tremendous motivator
2 Growth Feeling that they are growing and developing personally
3 Inclusion lsquoTo belongrsquo is a fundamental need whether as a member of a
family peer group network team or company Itrsquos human nature to want to
be on the inside not the outside
4 Purpose Today people care more about what happens tomorrow and want
to contribute to ensuring the future of our children and the health of our
communities and planet
5 Trust the fabric that holds it all together and makes it real
Framework of motivation
8
The framework comprises six steps-
1) Motivation process begins with the individualrsquos needs Needs are telt
deprivations which the individual experiences at a given time and act
as energizers These needs may be psychological (eg the needs for
recognition) physiological (eg the needs for water air or foods) or
social (eg the needs for friendship)
2) Motivation is goal directed
3) A goal is a specific result that the individual wants to achieve An
employeersquos 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 They are signals to employees that their
needs for advancement and recognition and their behaviors are
appropriate
5) Once the employee have received either rewards or punishments
6) They reassess their needs
The Role of Motivation
Why do we need motivated employees
The answer is survival 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
employeersquos changes constantly 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
9
Mechanism of motivation
Motivation is the process that starts with physiological or psychological
deficiency or need that activate behavior or a drive that is aimed at a goal or
incentive
The following diagram depicts the motivation process
Mechanism of Motivation
Needs Drives Goal
Deprivation Deprivation Reduction
With of Drives
Direction
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 successmiddot Drives ldquoDrives (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 ndash 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 drive is a psychological state which moves an
individual satisfying needmiddot 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 10
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
115 Types of Motivation
There are many types of motivation
Motivational techniques have been experienced by every person from birth
We learn behavior through motivation We live our whole lives because of
motivation The question that remains however is this What motivation
should a person have This is important because our motivation decides our
behavior Some types of motivation are more effective than others However
the perfect motivation for you can only be decided by one person YOU
Why do people do what they do Why do we go on every day living our lives
and trying to find justification for our existence Some people think that they
can find purpose in the things that motivate them Others just see the
motivation and react automatically
There is no one thing that motivates people to perform certain actions People
are different so it follows that their motivations have to be different Here are
some types of motivation
Achievement ndash
This is the motivation of a person to attain goals The longing for achievement
is inherent in every man but not all persons look to achievement as their
motivation They are motivated by a goal In order to attain that goal they are
willing to go as far as possible The complexity of the goal is determined by a
persons perception
11
To us the terms simple and complex are purely relative What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person However if your motivation is achievement you will find that your
goals will grow increasingly complex as time goes by
Socialization ndash
Some people consider socialization to be their main motivation for actions
This is especially evident in the situation of peer pressure Some people are
willing to do anything to be treated as an equal within a group structure The
idea of being accepted among a group of people is their motivation for doing
certain things
Incentive motivation ndash
This motivation involves rewards People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach
a certain goal While achievement motivation is focused on the goal itself
incentive motivation is driven by the fact that the goal will give people
benefits Incentive motivation is used in companies through bonuses and other
types of compensation for additional work
12
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
in the Latin word ldquomoverrdquo which means ldquoto moverdquo Thus the word motivation
stands for movement If a manager truly understands his subordinatersquos
motivation he can channel their ldquoinner staterdquo towards command goals ie
goals shared by both the individual and the organization It is a well known
fact that human beings have great potential but they do not use it fully when
motivation is absent Motivation factor are those which make people give
more than a fair dayrsquos work and that is usually only about sixty-five percent of
a personrsquos capacity Obviously every manager should be releasing hundred
percent of an individualrsquos to maximize performance for achieving
organizational goals and at the same to enable the individual to develop his
potential and gain satisfaction Thus every manager should have both interest
and concern about how to enable people to perform task willingly and to the
best of their ability At one time employees were considered just another
input into the production of goods and services What perhaps changed this
way of thinking about employees was research referred to as the Hawthorne
Studies conducted by Elton Mayo from1924 to 1932 This study found
employees are not motivated solely by money and employee behavior is
linked to their attitudes
The Hawthorne Studies began the human relations approach to management
whereby the needs and motivation of employees become the primary focus of
managers
112 Definition of Motivation
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
The only way to get people to like working hard is to motivate them
Today people must understand why theyre working hard Every
3
individual in an organization is motivated by something different -
Rick Pitino
ldquoEmployee motivation is a reflection of the level of energy
commitment and creativity that a companys workers bring to their
jobsrdquo
Psychological forces that determine the direction of a persons
behavior in an organization a persons level of effort and a persons
level of persistence- G Jones and J George from the book
Contemporary Management
Basics about Motivation
1 Motivating employees starts with motivating yourself itrsquos amazing
how if you hate your job it seems like everyone else does too If you
are very stressed out it seems like everyone else is too Enthusiasm is
contagious If youre enthusiastic about your job its much easier for
others to be too Also if yoursquore doing a good job of taking care of
yourself and your own job youll have much clearer perspective on
how others are doing in theirs A great place to start learning about
motivation is to start understanding your own motivations The key to
helping to motivate your employees is to understand what motivates
them So what motivates you Consider for example time with
family recognition a job well done service learning etc How your
job is configured to support your own motivations What can you do
to better motivate yourself
2 Always work to align goals of the organization with goals of
employees as mentioned above employees can be all fired up about
their work and be working very hard However if the results of their
work dont contribute to the goals of the organization then the
organization is not any better off than if the employees were sitting on
their hands -- maybe worse off Therefore its critical that managers 4
and supervisors know what they want from their employees These
preferences should be worded in terms of goals for the organization
Identifying the goals for the organization is usually done during
strategic planning Whatever steps you take to support the motivation
of your employees (various steps are suggested below) ensure that
employees have strong input to identifying their goals and that these
goals are aligned with goals of the organization (Goals should be
worded to be ldquoSMARTER
3 Key to supporting the motivation of your employees understands what
motivates each of them each person is motivated by different things
Whatever steps you take to support the motivation of your employees
they should first include finding out what it is that really motivates
each of your employees You can find this out by asking them
listening to them and observing them
4 Recognize that supporting employee motivation is a process not at ask
Organizations change all the time as do people Indeed it is an
ongoing process to sustain an environment where each employee can
strongly motivate themselves If you look at sustaining employee
motivation as an ongoing process then youll be much more fulfilled
and motivated yourself
5 Support employee motivation by using organizational systems (for
example policies and procedures)--dont just count on good intentions
donrsquot just count on cultivating strong interpersonal relationships with
employees to help motivate them The nature of these relationships can
change greatly for example during times of stress Instead use
reliable and comprehensive systems in the workplace to help motivate
employees
5
For example establish compensation systems employee performance
systems organizational policies and procedures etc to support employee
motivation Also establishing various systems and structures helps ensure
clear understanding and equitable treatment of employees
113 Importance of Motivation
Motivation is a very important for an organization because of the following
benefits it provides-
Puts human resources into action
Every concern requires physical financial and human resources to accomplish
the goals It is through motivation that the human resources can be utilized by
making full use of it This can be done by building willingness in employees
to work This will help the enterprise in securing best possible utilization of
resources
Improves level of efficiency of employees
The level of a subordinate or a employee does not only depend upon his
qualifications and abilities For getting best of his work performance the gap
between ability and willingness has to be filled which helps in improving the
level of performance of subordinates This will result into-
uuml Increase in productivity
uuml Reducing cost of operations and
uuml Improving overall efficiency
Leads to achievement of organizational goals
The goals of an enterprise can be achieved only when the following factors
take place -
6
uuml There is best possible utilization of resources
uuml There is a co-operative work environment
uuml The employees are goal-directed and they act in a purposive manner
uuml Goals can be achieved if co-ordination and co-operation takes place
simultaneously which can be effectively done through motivation
Builds friendly relationship
Motivation is an important factor which brings employees satisfaction This
can be done by keeping into mind and framing an incentive plan for the
benefit of the employees This could initiate the following things
uuml Monetary and non-monetary incentives
uuml Promotion opportunities for employees
uuml Disincentives for inefficient employees
In order to build a cordial friendly atmosphere in a concern the above steps
should be taken by a manager This would help in
uuml Effective co-operation which brings stability
uuml Industrial dispute and unrest in employees will reduce
uuml The employees will be adaptable to the changes and there will be no
resistance to the change
uuml This will help in providing a smooth and sound concern in which
individual interests will coincide with the organizational interests
uuml This will result in profit maximization through increased productivity
Leads to stability of work force
Stability of workforce is very important from the point of view of reputation
and goodwill of a concern The employees can remain loyal to the enterprise
only when they have a feeling of participation in the management The skills
and efficiency of employees will always be of advantage to employees as well
as employees This will lead to a good public image in the market which will
7
attract competent and qualified people into a concern As it is said ldquoOld is
goldrdquo which suffices with the role of motivation here the older the people
more the experience and their adjustment into a concern which can be of
benefit to the enterprise
114 What motivates employees
Every person has a different reason for going to work These reasons are as
individual as whichever person you may ask But all of the reasons for
working share a common thread We all obtain something from work we need
There is much discussion about the value of extrinsic motivation (monetary
and other material rewards) versus intrinsic motivation where people re driven
by whatrsquos inside them not by the trappings of success
Whereas I recognize how critical extrinsic motivation isndashwe all need to be
rewarded fairly for the job that we do-in my experience the most effective
factors relating to employee motivation are related to intrinsic motivation
1 Empowerment Feeling trusted and empowered is a tremendous motivator
2 Growth Feeling that they are growing and developing personally
3 Inclusion lsquoTo belongrsquo is a fundamental need whether as a member of a
family peer group network team or company Itrsquos human nature to want to
be on the inside not the outside
4 Purpose Today people care more about what happens tomorrow and want
to contribute to ensuring the future of our children and the health of our
communities and planet
5 Trust the fabric that holds it all together and makes it real
Framework of motivation
8
The framework comprises six steps-
1) Motivation process begins with the individualrsquos needs Needs are telt
deprivations which the individual experiences at a given time and act
as energizers These needs may be psychological (eg the needs for
recognition) physiological (eg the needs for water air or foods) or
social (eg the needs for friendship)
2) Motivation is goal directed
3) A goal is a specific result that the individual wants to achieve An
employeersquos 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 They are signals to employees that their
needs for advancement and recognition and their behaviors are
appropriate
5) Once the employee have received either rewards or punishments
6) They reassess their needs
The Role of Motivation
Why do we need motivated employees
The answer is survival 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
employeersquos changes constantly 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
9
Mechanism of motivation
Motivation is the process that starts with physiological or psychological
deficiency or need that activate behavior or a drive that is aimed at a goal or
incentive
The following diagram depicts the motivation process
Mechanism of Motivation
Needs Drives Goal
Deprivation Deprivation Reduction
With of Drives
Direction
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 successmiddot Drives ldquoDrives (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 ndash 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 drive is a psychological state which moves an
individual satisfying needmiddot 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 10
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
115 Types of Motivation
There are many types of motivation
Motivational techniques have been experienced by every person from birth
We learn behavior through motivation We live our whole lives because of
motivation The question that remains however is this What motivation
should a person have This is important because our motivation decides our
behavior Some types of motivation are more effective than others However
the perfect motivation for you can only be decided by one person YOU
Why do people do what they do Why do we go on every day living our lives
and trying to find justification for our existence Some people think that they
can find purpose in the things that motivate them Others just see the
motivation and react automatically
There is no one thing that motivates people to perform certain actions People
are different so it follows that their motivations have to be different Here are
some types of motivation
Achievement ndash
This is the motivation of a person to attain goals The longing for achievement
is inherent in every man but not all persons look to achievement as their
motivation They are motivated by a goal In order to attain that goal they are
willing to go as far as possible The complexity of the goal is determined by a
persons perception
11
To us the terms simple and complex are purely relative What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person However if your motivation is achievement you will find that your
goals will grow increasingly complex as time goes by
Socialization ndash
Some people consider socialization to be their main motivation for actions
This is especially evident in the situation of peer pressure Some people are
willing to do anything to be treated as an equal within a group structure The
idea of being accepted among a group of people is their motivation for doing
certain things
Incentive motivation ndash
This motivation involves rewards People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach
a certain goal While achievement motivation is focused on the goal itself
incentive motivation is driven by the fact that the goal will give people
benefits Incentive motivation is used in companies through bonuses and other
types of compensation for additional work
12
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
individual in an organization is motivated by something different -
Rick Pitino
ldquoEmployee motivation is a reflection of the level of energy
commitment and creativity that a companys workers bring to their
jobsrdquo
Psychological forces that determine the direction of a persons
behavior in an organization a persons level of effort and a persons
level of persistence- G Jones and J George from the book
Contemporary Management
Basics about Motivation
1 Motivating employees starts with motivating yourself itrsquos amazing
how if you hate your job it seems like everyone else does too If you
are very stressed out it seems like everyone else is too Enthusiasm is
contagious If youre enthusiastic about your job its much easier for
others to be too Also if yoursquore doing a good job of taking care of
yourself and your own job youll have much clearer perspective on
how others are doing in theirs A great place to start learning about
motivation is to start understanding your own motivations The key to
helping to motivate your employees is to understand what motivates
them So what motivates you Consider for example time with
family recognition a job well done service learning etc How your
job is configured to support your own motivations What can you do
to better motivate yourself
2 Always work to align goals of the organization with goals of
employees as mentioned above employees can be all fired up about
their work and be working very hard However if the results of their
work dont contribute to the goals of the organization then the
organization is not any better off than if the employees were sitting on
their hands -- maybe worse off Therefore its critical that managers 4
and supervisors know what they want from their employees These
preferences should be worded in terms of goals for the organization
Identifying the goals for the organization is usually done during
strategic planning Whatever steps you take to support the motivation
of your employees (various steps are suggested below) ensure that
employees have strong input to identifying their goals and that these
goals are aligned with goals of the organization (Goals should be
worded to be ldquoSMARTER
3 Key to supporting the motivation of your employees understands what
motivates each of them each person is motivated by different things
Whatever steps you take to support the motivation of your employees
they should first include finding out what it is that really motivates
each of your employees You can find this out by asking them
listening to them and observing them
4 Recognize that supporting employee motivation is a process not at ask
Organizations change all the time as do people Indeed it is an
ongoing process to sustain an environment where each employee can
strongly motivate themselves If you look at sustaining employee
motivation as an ongoing process then youll be much more fulfilled
and motivated yourself
5 Support employee motivation by using organizational systems (for
example policies and procedures)--dont just count on good intentions
donrsquot just count on cultivating strong interpersonal relationships with
employees to help motivate them The nature of these relationships can
change greatly for example during times of stress Instead use
reliable and comprehensive systems in the workplace to help motivate
employees
5
For example establish compensation systems employee performance
systems organizational policies and procedures etc to support employee
motivation Also establishing various systems and structures helps ensure
clear understanding and equitable treatment of employees
113 Importance of Motivation
Motivation is a very important for an organization because of the following
benefits it provides-
Puts human resources into action
Every concern requires physical financial and human resources to accomplish
the goals It is through motivation that the human resources can be utilized by
making full use of it This can be done by building willingness in employees
to work This will help the enterprise in securing best possible utilization of
resources
Improves level of efficiency of employees
The level of a subordinate or a employee does not only depend upon his
qualifications and abilities For getting best of his work performance the gap
between ability and willingness has to be filled which helps in improving the
level of performance of subordinates This will result into-
uuml Increase in productivity
uuml Reducing cost of operations and
uuml Improving overall efficiency
Leads to achievement of organizational goals
The goals of an enterprise can be achieved only when the following factors
take place -
6
uuml There is best possible utilization of resources
uuml There is a co-operative work environment
uuml The employees are goal-directed and they act in a purposive manner
uuml Goals can be achieved if co-ordination and co-operation takes place
simultaneously which can be effectively done through motivation
Builds friendly relationship
Motivation is an important factor which brings employees satisfaction This
can be done by keeping into mind and framing an incentive plan for the
benefit of the employees This could initiate the following things
uuml Monetary and non-monetary incentives
uuml Promotion opportunities for employees
uuml Disincentives for inefficient employees
In order to build a cordial friendly atmosphere in a concern the above steps
should be taken by a manager This would help in
uuml Effective co-operation which brings stability
uuml Industrial dispute and unrest in employees will reduce
uuml The employees will be adaptable to the changes and there will be no
resistance to the change
uuml This will help in providing a smooth and sound concern in which
individual interests will coincide with the organizational interests
uuml This will result in profit maximization through increased productivity
Leads to stability of work force
Stability of workforce is very important from the point of view of reputation
and goodwill of a concern The employees can remain loyal to the enterprise
only when they have a feeling of participation in the management The skills
and efficiency of employees will always be of advantage to employees as well
as employees This will lead to a good public image in the market which will
7
attract competent and qualified people into a concern As it is said ldquoOld is
goldrdquo which suffices with the role of motivation here the older the people
more the experience and their adjustment into a concern which can be of
benefit to the enterprise
114 What motivates employees
Every person has a different reason for going to work These reasons are as
individual as whichever person you may ask But all of the reasons for
working share a common thread We all obtain something from work we need
There is much discussion about the value of extrinsic motivation (monetary
and other material rewards) versus intrinsic motivation where people re driven
by whatrsquos inside them not by the trappings of success
Whereas I recognize how critical extrinsic motivation isndashwe all need to be
rewarded fairly for the job that we do-in my experience the most effective
factors relating to employee motivation are related to intrinsic motivation
1 Empowerment Feeling trusted and empowered is a tremendous motivator
2 Growth Feeling that they are growing and developing personally
3 Inclusion lsquoTo belongrsquo is a fundamental need whether as a member of a
family peer group network team or company Itrsquos human nature to want to
be on the inside not the outside
4 Purpose Today people care more about what happens tomorrow and want
to contribute to ensuring the future of our children and the health of our
communities and planet
5 Trust the fabric that holds it all together and makes it real
Framework of motivation
8
The framework comprises six steps-
1) Motivation process begins with the individualrsquos needs Needs are telt
deprivations which the individual experiences at a given time and act
as energizers These needs may be psychological (eg the needs for
recognition) physiological (eg the needs for water air or foods) or
social (eg the needs for friendship)
2) Motivation is goal directed
3) A goal is a specific result that the individual wants to achieve An
employeersquos 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 They are signals to employees that their
needs for advancement and recognition and their behaviors are
appropriate
5) Once the employee have received either rewards or punishments
6) They reassess their needs
The Role of Motivation
Why do we need motivated employees
The answer is survival 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
employeersquos changes constantly 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
9
Mechanism of motivation
Motivation is the process that starts with physiological or psychological
deficiency or need that activate behavior or a drive that is aimed at a goal or
incentive
The following diagram depicts the motivation process
Mechanism of Motivation
Needs Drives Goal
Deprivation Deprivation Reduction
With of Drives
Direction
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 successmiddot Drives ldquoDrives (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 ndash 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 drive is a psychological state which moves an
individual satisfying needmiddot 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 10
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
115 Types of Motivation
There are many types of motivation
Motivational techniques have been experienced by every person from birth
We learn behavior through motivation We live our whole lives because of
motivation The question that remains however is this What motivation
should a person have This is important because our motivation decides our
behavior Some types of motivation are more effective than others However
the perfect motivation for you can only be decided by one person YOU
Why do people do what they do Why do we go on every day living our lives
and trying to find justification for our existence Some people think that they
can find purpose in the things that motivate them Others just see the
motivation and react automatically
There is no one thing that motivates people to perform certain actions People
are different so it follows that their motivations have to be different Here are
some types of motivation
Achievement ndash
This is the motivation of a person to attain goals The longing for achievement
is inherent in every man but not all persons look to achievement as their
motivation They are motivated by a goal In order to attain that goal they are
willing to go as far as possible The complexity of the goal is determined by a
persons perception
11
To us the terms simple and complex are purely relative What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person However if your motivation is achievement you will find that your
goals will grow increasingly complex as time goes by
Socialization ndash
Some people consider socialization to be their main motivation for actions
This is especially evident in the situation of peer pressure Some people are
willing to do anything to be treated as an equal within a group structure The
idea of being accepted among a group of people is their motivation for doing
certain things
Incentive motivation ndash
This motivation involves rewards People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach
a certain goal While achievement motivation is focused on the goal itself
incentive motivation is driven by the fact that the goal will give people
benefits Incentive motivation is used in companies through bonuses and other
types of compensation for additional work
12
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
and supervisors know what they want from their employees These
preferences should be worded in terms of goals for the organization
Identifying the goals for the organization is usually done during
strategic planning Whatever steps you take to support the motivation
of your employees (various steps are suggested below) ensure that
employees have strong input to identifying their goals and that these
goals are aligned with goals of the organization (Goals should be
worded to be ldquoSMARTER
3 Key to supporting the motivation of your employees understands what
motivates each of them each person is motivated by different things
Whatever steps you take to support the motivation of your employees
they should first include finding out what it is that really motivates
each of your employees You can find this out by asking them
listening to them and observing them
4 Recognize that supporting employee motivation is a process not at ask
Organizations change all the time as do people Indeed it is an
ongoing process to sustain an environment where each employee can
strongly motivate themselves If you look at sustaining employee
motivation as an ongoing process then youll be much more fulfilled
and motivated yourself
5 Support employee motivation by using organizational systems (for
example policies and procedures)--dont just count on good intentions
donrsquot just count on cultivating strong interpersonal relationships with
employees to help motivate them The nature of these relationships can
change greatly for example during times of stress Instead use
reliable and comprehensive systems in the workplace to help motivate
employees
5
For example establish compensation systems employee performance
systems organizational policies and procedures etc to support employee
motivation Also establishing various systems and structures helps ensure
clear understanding and equitable treatment of employees
113 Importance of Motivation
Motivation is a very important for an organization because of the following
benefits it provides-
Puts human resources into action
Every concern requires physical financial and human resources to accomplish
the goals It is through motivation that the human resources can be utilized by
making full use of it This can be done by building willingness in employees
to work This will help the enterprise in securing best possible utilization of
resources
Improves level of efficiency of employees
The level of a subordinate or a employee does not only depend upon his
qualifications and abilities For getting best of his work performance the gap
between ability and willingness has to be filled which helps in improving the
level of performance of subordinates This will result into-
uuml Increase in productivity
uuml Reducing cost of operations and
uuml Improving overall efficiency
Leads to achievement of organizational goals
The goals of an enterprise can be achieved only when the following factors
take place -
6
uuml There is best possible utilization of resources
uuml There is a co-operative work environment
uuml The employees are goal-directed and they act in a purposive manner
uuml Goals can be achieved if co-ordination and co-operation takes place
simultaneously which can be effectively done through motivation
Builds friendly relationship
Motivation is an important factor which brings employees satisfaction This
can be done by keeping into mind and framing an incentive plan for the
benefit of the employees This could initiate the following things
uuml Monetary and non-monetary incentives
uuml Promotion opportunities for employees
uuml Disincentives for inefficient employees
In order to build a cordial friendly atmosphere in a concern the above steps
should be taken by a manager This would help in
uuml Effective co-operation which brings stability
uuml Industrial dispute and unrest in employees will reduce
uuml The employees will be adaptable to the changes and there will be no
resistance to the change
uuml This will help in providing a smooth and sound concern in which
individual interests will coincide with the organizational interests
uuml This will result in profit maximization through increased productivity
Leads to stability of work force
Stability of workforce is very important from the point of view of reputation
and goodwill of a concern The employees can remain loyal to the enterprise
only when they have a feeling of participation in the management The skills
and efficiency of employees will always be of advantage to employees as well
as employees This will lead to a good public image in the market which will
7
attract competent and qualified people into a concern As it is said ldquoOld is
goldrdquo which suffices with the role of motivation here the older the people
more the experience and their adjustment into a concern which can be of
benefit to the enterprise
114 What motivates employees
Every person has a different reason for going to work These reasons are as
individual as whichever person you may ask But all of the reasons for
working share a common thread We all obtain something from work we need
There is much discussion about the value of extrinsic motivation (monetary
and other material rewards) versus intrinsic motivation where people re driven
by whatrsquos inside them not by the trappings of success
Whereas I recognize how critical extrinsic motivation isndashwe all need to be
rewarded fairly for the job that we do-in my experience the most effective
factors relating to employee motivation are related to intrinsic motivation
1 Empowerment Feeling trusted and empowered is a tremendous motivator
2 Growth Feeling that they are growing and developing personally
3 Inclusion lsquoTo belongrsquo is a fundamental need whether as a member of a
family peer group network team or company Itrsquos human nature to want to
be on the inside not the outside
4 Purpose Today people care more about what happens tomorrow and want
to contribute to ensuring the future of our children and the health of our
communities and planet
5 Trust the fabric that holds it all together and makes it real
Framework of motivation
8
The framework comprises six steps-
1) Motivation process begins with the individualrsquos needs Needs are telt
deprivations which the individual experiences at a given time and act
as energizers These needs may be psychological (eg the needs for
recognition) physiological (eg the needs for water air or foods) or
social (eg the needs for friendship)
2) Motivation is goal directed
3) A goal is a specific result that the individual wants to achieve An
employeersquos 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 They are signals to employees that their
needs for advancement and recognition and their behaviors are
appropriate
5) Once the employee have received either rewards or punishments
6) They reassess their needs
The Role of Motivation
Why do we need motivated employees
The answer is survival 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
employeersquos changes constantly 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
9
Mechanism of motivation
Motivation is the process that starts with physiological or psychological
deficiency or need that activate behavior or a drive that is aimed at a goal or
incentive
The following diagram depicts the motivation process
Mechanism of Motivation
Needs Drives Goal
Deprivation Deprivation Reduction
With of Drives
Direction
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 successmiddot Drives ldquoDrives (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 ndash 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 drive is a psychological state which moves an
individual satisfying needmiddot 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 10
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
115 Types of Motivation
There are many types of motivation
Motivational techniques have been experienced by every person from birth
We learn behavior through motivation We live our whole lives because of
motivation The question that remains however is this What motivation
should a person have This is important because our motivation decides our
behavior Some types of motivation are more effective than others However
the perfect motivation for you can only be decided by one person YOU
Why do people do what they do Why do we go on every day living our lives
and trying to find justification for our existence Some people think that they
can find purpose in the things that motivate them Others just see the
motivation and react automatically
There is no one thing that motivates people to perform certain actions People
are different so it follows that their motivations have to be different Here are
some types of motivation
Achievement ndash
This is the motivation of a person to attain goals The longing for achievement
is inherent in every man but not all persons look to achievement as their
motivation They are motivated by a goal In order to attain that goal they are
willing to go as far as possible The complexity of the goal is determined by a
persons perception
11
To us the terms simple and complex are purely relative What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person However if your motivation is achievement you will find that your
goals will grow increasingly complex as time goes by
Socialization ndash
Some people consider socialization to be their main motivation for actions
This is especially evident in the situation of peer pressure Some people are
willing to do anything to be treated as an equal within a group structure The
idea of being accepted among a group of people is their motivation for doing
certain things
Incentive motivation ndash
This motivation involves rewards People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach
a certain goal While achievement motivation is focused on the goal itself
incentive motivation is driven by the fact that the goal will give people
benefits Incentive motivation is used in companies through bonuses and other
types of compensation for additional work
12
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
For example establish compensation systems employee performance
systems organizational policies and procedures etc to support employee
motivation Also establishing various systems and structures helps ensure
clear understanding and equitable treatment of employees
113 Importance of Motivation
Motivation is a very important for an organization because of the following
benefits it provides-
Puts human resources into action
Every concern requires physical financial and human resources to accomplish
the goals It is through motivation that the human resources can be utilized by
making full use of it This can be done by building willingness in employees
to work This will help the enterprise in securing best possible utilization of
resources
Improves level of efficiency of employees
The level of a subordinate or a employee does not only depend upon his
qualifications and abilities For getting best of his work performance the gap
between ability and willingness has to be filled which helps in improving the
level of performance of subordinates This will result into-
uuml Increase in productivity
uuml Reducing cost of operations and
uuml Improving overall efficiency
Leads to achievement of organizational goals
The goals of an enterprise can be achieved only when the following factors
take place -
6
uuml There is best possible utilization of resources
uuml There is a co-operative work environment
uuml The employees are goal-directed and they act in a purposive manner
uuml Goals can be achieved if co-ordination and co-operation takes place
simultaneously which can be effectively done through motivation
Builds friendly relationship
Motivation is an important factor which brings employees satisfaction This
can be done by keeping into mind and framing an incentive plan for the
benefit of the employees This could initiate the following things
uuml Monetary and non-monetary incentives
uuml Promotion opportunities for employees
uuml Disincentives for inefficient employees
In order to build a cordial friendly atmosphere in a concern the above steps
should be taken by a manager This would help in
uuml Effective co-operation which brings stability
uuml Industrial dispute and unrest in employees will reduce
uuml The employees will be adaptable to the changes and there will be no
resistance to the change
uuml This will help in providing a smooth and sound concern in which
individual interests will coincide with the organizational interests
uuml This will result in profit maximization through increased productivity
Leads to stability of work force
Stability of workforce is very important from the point of view of reputation
and goodwill of a concern The employees can remain loyal to the enterprise
only when they have a feeling of participation in the management The skills
and efficiency of employees will always be of advantage to employees as well
as employees This will lead to a good public image in the market which will
7
attract competent and qualified people into a concern As it is said ldquoOld is
goldrdquo which suffices with the role of motivation here the older the people
more the experience and their adjustment into a concern which can be of
benefit to the enterprise
114 What motivates employees
Every person has a different reason for going to work These reasons are as
individual as whichever person you may ask But all of the reasons for
working share a common thread We all obtain something from work we need
There is much discussion about the value of extrinsic motivation (monetary
and other material rewards) versus intrinsic motivation where people re driven
by whatrsquos inside them not by the trappings of success
Whereas I recognize how critical extrinsic motivation isndashwe all need to be
rewarded fairly for the job that we do-in my experience the most effective
factors relating to employee motivation are related to intrinsic motivation
1 Empowerment Feeling trusted and empowered is a tremendous motivator
2 Growth Feeling that they are growing and developing personally
3 Inclusion lsquoTo belongrsquo is a fundamental need whether as a member of a
family peer group network team or company Itrsquos human nature to want to
be on the inside not the outside
4 Purpose Today people care more about what happens tomorrow and want
to contribute to ensuring the future of our children and the health of our
communities and planet
5 Trust the fabric that holds it all together and makes it real
Framework of motivation
8
The framework comprises six steps-
1) Motivation process begins with the individualrsquos needs Needs are telt
deprivations which the individual experiences at a given time and act
as energizers These needs may be psychological (eg the needs for
recognition) physiological (eg the needs for water air or foods) or
social (eg the needs for friendship)
2) Motivation is goal directed
3) A goal is a specific result that the individual wants to achieve An
employeersquos 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 They are signals to employees that their
needs for advancement and recognition and their behaviors are
appropriate
5) Once the employee have received either rewards or punishments
6) They reassess their needs
The Role of Motivation
Why do we need motivated employees
The answer is survival 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
employeersquos changes constantly 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
9
Mechanism of motivation
Motivation is the process that starts with physiological or psychological
deficiency or need that activate behavior or a drive that is aimed at a goal or
incentive
The following diagram depicts the motivation process
Mechanism of Motivation
Needs Drives Goal
Deprivation Deprivation Reduction
With of Drives
Direction
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 successmiddot Drives ldquoDrives (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 ndash 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 drive is a psychological state which moves an
individual satisfying needmiddot 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 10
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
115 Types of Motivation
There are many types of motivation
Motivational techniques have been experienced by every person from birth
We learn behavior through motivation We live our whole lives because of
motivation The question that remains however is this What motivation
should a person have This is important because our motivation decides our
behavior Some types of motivation are more effective than others However
the perfect motivation for you can only be decided by one person YOU
Why do people do what they do Why do we go on every day living our lives
and trying to find justification for our existence Some people think that they
can find purpose in the things that motivate them Others just see the
motivation and react automatically
There is no one thing that motivates people to perform certain actions People
are different so it follows that their motivations have to be different Here are
some types of motivation
Achievement ndash
This is the motivation of a person to attain goals The longing for achievement
is inherent in every man but not all persons look to achievement as their
motivation They are motivated by a goal In order to attain that goal they are
willing to go as far as possible The complexity of the goal is determined by a
persons perception
11
To us the terms simple and complex are purely relative What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person However if your motivation is achievement you will find that your
goals will grow increasingly complex as time goes by
Socialization ndash
Some people consider socialization to be their main motivation for actions
This is especially evident in the situation of peer pressure Some people are
willing to do anything to be treated as an equal within a group structure The
idea of being accepted among a group of people is their motivation for doing
certain things
Incentive motivation ndash
This motivation involves rewards People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach
a certain goal While achievement motivation is focused on the goal itself
incentive motivation is driven by the fact that the goal will give people
benefits Incentive motivation is used in companies through bonuses and other
types of compensation for additional work
12
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
uuml There is best possible utilization of resources
uuml There is a co-operative work environment
uuml The employees are goal-directed and they act in a purposive manner
uuml Goals can be achieved if co-ordination and co-operation takes place
simultaneously which can be effectively done through motivation
Builds friendly relationship
Motivation is an important factor which brings employees satisfaction This
can be done by keeping into mind and framing an incentive plan for the
benefit of the employees This could initiate the following things
uuml Monetary and non-monetary incentives
uuml Promotion opportunities for employees
uuml Disincentives for inefficient employees
In order to build a cordial friendly atmosphere in a concern the above steps
should be taken by a manager This would help in
uuml Effective co-operation which brings stability
uuml Industrial dispute and unrest in employees will reduce
uuml The employees will be adaptable to the changes and there will be no
resistance to the change
uuml This will help in providing a smooth and sound concern in which
individual interests will coincide with the organizational interests
uuml This will result in profit maximization through increased productivity
Leads to stability of work force
Stability of workforce is very important from the point of view of reputation
and goodwill of a concern The employees can remain loyal to the enterprise
only when they have a feeling of participation in the management The skills
and efficiency of employees will always be of advantage to employees as well
as employees This will lead to a good public image in the market which will
7
attract competent and qualified people into a concern As it is said ldquoOld is
goldrdquo which suffices with the role of motivation here the older the people
more the experience and their adjustment into a concern which can be of
benefit to the enterprise
114 What motivates employees
Every person has a different reason for going to work These reasons are as
individual as whichever person you may ask But all of the reasons for
working share a common thread We all obtain something from work we need
There is much discussion about the value of extrinsic motivation (monetary
and other material rewards) versus intrinsic motivation where people re driven
by whatrsquos inside them not by the trappings of success
Whereas I recognize how critical extrinsic motivation isndashwe all need to be
rewarded fairly for the job that we do-in my experience the most effective
factors relating to employee motivation are related to intrinsic motivation
1 Empowerment Feeling trusted and empowered is a tremendous motivator
2 Growth Feeling that they are growing and developing personally
3 Inclusion lsquoTo belongrsquo is a fundamental need whether as a member of a
family peer group network team or company Itrsquos human nature to want to
be on the inside not the outside
4 Purpose Today people care more about what happens tomorrow and want
to contribute to ensuring the future of our children and the health of our
communities and planet
5 Trust the fabric that holds it all together and makes it real
Framework of motivation
8
The framework comprises six steps-
1) Motivation process begins with the individualrsquos needs Needs are telt
deprivations which the individual experiences at a given time and act
as energizers These needs may be psychological (eg the needs for
recognition) physiological (eg the needs for water air or foods) or
social (eg the needs for friendship)
2) Motivation is goal directed
3) A goal is a specific result that the individual wants to achieve An
employeersquos 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 They are signals to employees that their
needs for advancement and recognition and their behaviors are
appropriate
5) Once the employee have received either rewards or punishments
6) They reassess their needs
The Role of Motivation
Why do we need motivated employees
The answer is survival 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
employeersquos changes constantly 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
9
Mechanism of motivation
Motivation is the process that starts with physiological or psychological
deficiency or need that activate behavior or a drive that is aimed at a goal or
incentive
The following diagram depicts the motivation process
Mechanism of Motivation
Needs Drives Goal
Deprivation Deprivation Reduction
With of Drives
Direction
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 successmiddot Drives ldquoDrives (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 ndash 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 drive is a psychological state which moves an
individual satisfying needmiddot 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 10
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
115 Types of Motivation
There are many types of motivation
Motivational techniques have been experienced by every person from birth
We learn behavior through motivation We live our whole lives because of
motivation The question that remains however is this What motivation
should a person have This is important because our motivation decides our
behavior Some types of motivation are more effective than others However
the perfect motivation for you can only be decided by one person YOU
Why do people do what they do Why do we go on every day living our lives
and trying to find justification for our existence Some people think that they
can find purpose in the things that motivate them Others just see the
motivation and react automatically
There is no one thing that motivates people to perform certain actions People
are different so it follows that their motivations have to be different Here are
some types of motivation
Achievement ndash
This is the motivation of a person to attain goals The longing for achievement
is inherent in every man but not all persons look to achievement as their
motivation They are motivated by a goal In order to attain that goal they are
willing to go as far as possible The complexity of the goal is determined by a
persons perception
11
To us the terms simple and complex are purely relative What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person However if your motivation is achievement you will find that your
goals will grow increasingly complex as time goes by
Socialization ndash
Some people consider socialization to be their main motivation for actions
This is especially evident in the situation of peer pressure Some people are
willing to do anything to be treated as an equal within a group structure The
idea of being accepted among a group of people is their motivation for doing
certain things
Incentive motivation ndash
This motivation involves rewards People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach
a certain goal While achievement motivation is focused on the goal itself
incentive motivation is driven by the fact that the goal will give people
benefits Incentive motivation is used in companies through bonuses and other
types of compensation for additional work
12
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
attract competent and qualified people into a concern As it is said ldquoOld is
goldrdquo which suffices with the role of motivation here the older the people
more the experience and their adjustment into a concern which can be of
benefit to the enterprise
114 What motivates employees
Every person has a different reason for going to work These reasons are as
individual as whichever person you may ask But all of the reasons for
working share a common thread We all obtain something from work we need
There is much discussion about the value of extrinsic motivation (monetary
and other material rewards) versus intrinsic motivation where people re driven
by whatrsquos inside them not by the trappings of success
Whereas I recognize how critical extrinsic motivation isndashwe all need to be
rewarded fairly for the job that we do-in my experience the most effective
factors relating to employee motivation are related to intrinsic motivation
1 Empowerment Feeling trusted and empowered is a tremendous motivator
2 Growth Feeling that they are growing and developing personally
3 Inclusion lsquoTo belongrsquo is a fundamental need whether as a member of a
family peer group network team or company Itrsquos human nature to want to
be on the inside not the outside
4 Purpose Today people care more about what happens tomorrow and want
to contribute to ensuring the future of our children and the health of our
communities and planet
5 Trust the fabric that holds it all together and makes it real
Framework of motivation
8
The framework comprises six steps-
1) Motivation process begins with the individualrsquos needs Needs are telt
deprivations which the individual experiences at a given time and act
as energizers These needs may be psychological (eg the needs for
recognition) physiological (eg the needs for water air or foods) or
social (eg the needs for friendship)
2) Motivation is goal directed
3) A goal is a specific result that the individual wants to achieve An
employeersquos 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 They are signals to employees that their
needs for advancement and recognition and their behaviors are
appropriate
5) Once the employee have received either rewards or punishments
6) They reassess their needs
The Role of Motivation
Why do we need motivated employees
The answer is survival 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
employeersquos changes constantly 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
9
Mechanism of motivation
Motivation is the process that starts with physiological or psychological
deficiency or need that activate behavior or a drive that is aimed at a goal or
incentive
The following diagram depicts the motivation process
Mechanism of Motivation
Needs Drives Goal
Deprivation Deprivation Reduction
With of Drives
Direction
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 successmiddot Drives ldquoDrives (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 ndash 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 drive is a psychological state which moves an
individual satisfying needmiddot 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 10
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
115 Types of Motivation
There are many types of motivation
Motivational techniques have been experienced by every person from birth
We learn behavior through motivation We live our whole lives because of
motivation The question that remains however is this What motivation
should a person have This is important because our motivation decides our
behavior Some types of motivation are more effective than others However
the perfect motivation for you can only be decided by one person YOU
Why do people do what they do Why do we go on every day living our lives
and trying to find justification for our existence Some people think that they
can find purpose in the things that motivate them Others just see the
motivation and react automatically
There is no one thing that motivates people to perform certain actions People
are different so it follows that their motivations have to be different Here are
some types of motivation
Achievement ndash
This is the motivation of a person to attain goals The longing for achievement
is inherent in every man but not all persons look to achievement as their
motivation They are motivated by a goal In order to attain that goal they are
willing to go as far as possible The complexity of the goal is determined by a
persons perception
11
To us the terms simple and complex are purely relative What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person However if your motivation is achievement you will find that your
goals will grow increasingly complex as time goes by
Socialization ndash
Some people consider socialization to be their main motivation for actions
This is especially evident in the situation of peer pressure Some people are
willing to do anything to be treated as an equal within a group structure The
idea of being accepted among a group of people is their motivation for doing
certain things
Incentive motivation ndash
This motivation involves rewards People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach
a certain goal While achievement motivation is focused on the goal itself
incentive motivation is driven by the fact that the goal will give people
benefits Incentive motivation is used in companies through bonuses and other
types of compensation for additional work
12
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
The framework comprises six steps-
1) Motivation process begins with the individualrsquos needs Needs are telt
deprivations which the individual experiences at a given time and act
as energizers These needs may be psychological (eg the needs for
recognition) physiological (eg the needs for water air or foods) or
social (eg the needs for friendship)
2) Motivation is goal directed
3) A goal is a specific result that the individual wants to achieve An
employeersquos 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 They are signals to employees that their
needs for advancement and recognition and their behaviors are
appropriate
5) Once the employee have received either rewards or punishments
6) They reassess their needs
The Role of Motivation
Why do we need motivated employees
The answer is survival 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
employeersquos changes constantly 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
9
Mechanism of motivation
Motivation is the process that starts with physiological or psychological
deficiency or need that activate behavior or a drive that is aimed at a goal or
incentive
The following diagram depicts the motivation process
Mechanism of Motivation
Needs Drives Goal
Deprivation Deprivation Reduction
With of Drives
Direction
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 successmiddot Drives ldquoDrives (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 ndash 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 drive is a psychological state which moves an
individual satisfying needmiddot 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 10
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
115 Types of Motivation
There are many types of motivation
Motivational techniques have been experienced by every person from birth
We learn behavior through motivation We live our whole lives because of
motivation The question that remains however is this What motivation
should a person have This is important because our motivation decides our
behavior Some types of motivation are more effective than others However
the perfect motivation for you can only be decided by one person YOU
Why do people do what they do Why do we go on every day living our lives
and trying to find justification for our existence Some people think that they
can find purpose in the things that motivate them Others just see the
motivation and react automatically
There is no one thing that motivates people to perform certain actions People
are different so it follows that their motivations have to be different Here are
some types of motivation
Achievement ndash
This is the motivation of a person to attain goals The longing for achievement
is inherent in every man but not all persons look to achievement as their
motivation They are motivated by a goal In order to attain that goal they are
willing to go as far as possible The complexity of the goal is determined by a
persons perception
11
To us the terms simple and complex are purely relative What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person However if your motivation is achievement you will find that your
goals will grow increasingly complex as time goes by
Socialization ndash
Some people consider socialization to be their main motivation for actions
This is especially evident in the situation of peer pressure Some people are
willing to do anything to be treated as an equal within a group structure The
idea of being accepted among a group of people is their motivation for doing
certain things
Incentive motivation ndash
This motivation involves rewards People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach
a certain goal While achievement motivation is focused on the goal itself
incentive motivation is driven by the fact that the goal will give people
benefits Incentive motivation is used in companies through bonuses and other
types of compensation for additional work
12
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Mechanism of motivation
Motivation is the process that starts with physiological or psychological
deficiency or need that activate behavior or a drive that is aimed at a goal or
incentive
The following diagram depicts the motivation process
Mechanism of Motivation
Needs Drives Goal
Deprivation Deprivation Reduction
With of Drives
Direction
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 successmiddot Drives ldquoDrives (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 ndash 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 drive is a psychological state which moves an
individual satisfying needmiddot 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 10
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
115 Types of Motivation
There are many types of motivation
Motivational techniques have been experienced by every person from birth
We learn behavior through motivation We live our whole lives because of
motivation The question that remains however is this What motivation
should a person have This is important because our motivation decides our
behavior Some types of motivation are more effective than others However
the perfect motivation for you can only be decided by one person YOU
Why do people do what they do Why do we go on every day living our lives
and trying to find justification for our existence Some people think that they
can find purpose in the things that motivate them Others just see the
motivation and react automatically
There is no one thing that motivates people to perform certain actions People
are different so it follows that their motivations have to be different Here are
some types of motivation
Achievement ndash
This is the motivation of a person to attain goals The longing for achievement
is inherent in every man but not all persons look to achievement as their
motivation They are motivated by a goal In order to attain that goal they are
willing to go as far as possible The complexity of the goal is determined by a
persons perception
11
To us the terms simple and complex are purely relative What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person However if your motivation is achievement you will find that your
goals will grow increasingly complex as time goes by
Socialization ndash
Some people consider socialization to be their main motivation for actions
This is especially evident in the situation of peer pressure Some people are
willing to do anything to be treated as an equal within a group structure The
idea of being accepted among a group of people is their motivation for doing
certain things
Incentive motivation ndash
This motivation involves rewards People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach
a certain goal While achievement motivation is focused on the goal itself
incentive motivation is driven by the fact that the goal will give people
benefits Incentive motivation is used in companies through bonuses and other
types of compensation for additional work
12
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
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
115 Types of Motivation
There are many types of motivation
Motivational techniques have been experienced by every person from birth
We learn behavior through motivation We live our whole lives because of
motivation The question that remains however is this What motivation
should a person have This is important because our motivation decides our
behavior Some types of motivation are more effective than others However
the perfect motivation for you can only be decided by one person YOU
Why do people do what they do Why do we go on every day living our lives
and trying to find justification for our existence Some people think that they
can find purpose in the things that motivate them Others just see the
motivation and react automatically
There is no one thing that motivates people to perform certain actions People
are different so it follows that their motivations have to be different Here are
some types of motivation
Achievement ndash
This is the motivation of a person to attain goals The longing for achievement
is inherent in every man but not all persons look to achievement as their
motivation They are motivated by a goal In order to attain that goal they are
willing to go as far as possible The complexity of the goal is determined by a
persons perception
11
To us the terms simple and complex are purely relative What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person However if your motivation is achievement you will find that your
goals will grow increasingly complex as time goes by
Socialization ndash
Some people consider socialization to be their main motivation for actions
This is especially evident in the situation of peer pressure Some people are
willing to do anything to be treated as an equal within a group structure The
idea of being accepted among a group of people is their motivation for doing
certain things
Incentive motivation ndash
This motivation involves rewards People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach
a certain goal While achievement motivation is focused on the goal itself
incentive motivation is driven by the fact that the goal will give people
benefits Incentive motivation is used in companies through bonuses and other
types of compensation for additional work
12
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
To us the terms simple and complex are purely relative What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person However if your motivation is achievement you will find that your
goals will grow increasingly complex as time goes by
Socialization ndash
Some people consider socialization to be their main motivation for actions
This is especially evident in the situation of peer pressure Some people are
willing to do anything to be treated as an equal within a group structure The
idea of being accepted among a group of people is their motivation for doing
certain things
Incentive motivation ndash
This motivation involves rewards People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach
a certain goal While achievement motivation is focused on the goal itself
incentive motivation is driven by the fact that the goal will give people
benefits Incentive motivation is used in companies through bonuses and other
types of compensation for additional work
12
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
By offering incentives companies hope to raise productivity and motivate
their employees to work harder
Fear motivation ndash
When incentives do not work people often turn to fear and punishment as the
next tools Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior This is often seen in
companies as working hand-in-hand with incentive motivation Workers are
often faced with a reward and punishment system wherein they are given
incentives if they accomplish a certain goal but they are given punishments
when they disobey certain policies
Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment Change motivation is often the cause of true
progress People just become tired of how things are and thus think of ways
to improve it
Natural Motivations-
Motivation is the most common type of motivation and happens the most
often It is the motivation people get when naturally motivated
Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task
13
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Booster motivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself
116 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment Still some
strategies are prevalent across all organizations striving to improve employee
motivation The best employee motivation efforts will focus on what the
employees deem to be important It may be that employees within the same
department of the same organization will have different motivators Many
organizations today find that flexibility in job design and reward systems has
resulted in employees increased longevity with the company improved
productivity and better morale
Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks As a result feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished Energy is diverted from self-preservation to improved
task accomplishment
Creativity And Innovation - At many companies employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed Company approval and toeing the
14
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
company line have become so ingrained in some working
environments that both the employee and the organization suffer
When the power to create in the organization is pushed down from the
top to line personnel employees who know a job product or service
best are given the opportunity to use their ideas to improve it The
power to create motivates employees and benefits the organization in
having a more flexible work force using more wisely the experience
of its employees and increasing the exchange of ideas and information
among employees and departments These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace
Learning - If employees are given the tools and the opportunities to
accomplish more most will take on the challenge Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation Often these
programs improve employees attitudes toward the client and the
company while bolstering self-confidence Supporting this assertion
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility In other
words if the body of knowledge gained can be applied to the work to
be accomplished then the acquisition of that knowledge will be a
worthwhile event for the employee and employer
Quality Of Life - The number of hours worked each week by
American workers is on the rise and many families have two adults
working those increased hours Under these circumstances many 15
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
workers are left wondering how to meet the demands of their lives
beyond the workplace Often this concern occurs while at work and
may reduce an employees productivity and morale
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased Programs
incorporating flextime condensed workweeks or job sharing for example
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives All motivation
ultimately comes from within a person
Monetary Incentive - For all the championing of alternative
motivators money still occupies a major place in the mix of
motivators The sharing of a companys profits gives incentive to
employees to produce a quality product perform a quality service or
improve the quality of a process within the company What benefits
the company directly benefits the employee Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas to boost productivity and reduce
absenteeism Money is effective when it is directly tied to an
employees ideas or accomplishments Nevertheless if not coupled
with other nonmonetary motivators its motivating effects are short-
lived Further monetary incentives can prove counterproductive if not
made available to all members of the organization
Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary Monetary systems are
insufficient motivators in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees Proven nonmonetary positive motivators
foster team spirit and include recognition responsibility and
16
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
advancement Managers who recognize the small wins of
employees promote participatory environments and treat employees
with fairness and respect will find their employees to be more highly
motivated One companys managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement The most
effective rewards such as letters of commendation and time off from
work enhanced personal fulfillment and self-respect Over the longer
term sincere praise and personal gestures are far more effective and
more economical than awards of money alone In the end a program
that combines monetary reward systems and satisfies intrinsic self-
actualizing needs may be the most potent employee motivator
117 Factors for Lack of Motivation in the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed Management needs to be conscious of employee motivation
and that means being able to identify the factors that cause a lack of
motivation in the workplace Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers
Rumors
The important thing to remember about rumors is that they are not always
wrong Some rumors have basis in fact but that does not make them good for
employee morale An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation To deal with the problem of rumors
in the workplace it is important for management to share important
information with the staff in a timely manner This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor
17
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained Before moving an employee into a position of greater
responsibility or before allowing any changes to an employees job duties be
certain that employee has had the training needed to get started Putting an
employee in a position where she feels she has inadequate job skills will erode
the employees confidence and stifle any motivation to succeed
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich the more internalized a companys goals
sound the less motivated employees are to fulfill those goals The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer For example develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on
The company and sales staff benefit from the increase in business but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving If you know a period is coming
where extra hours will need to be worked develop a schedule in advance and
give your employees ample warning so they can make preparations in their
personal life Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much
118 Techniques of Employee Motivation18
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Here are some motivations techniques that will help to get staff re-energised
and engaged at work To begin with make sure you have the right conditions
in place so that your work culture supports motivation
Make sure you offer
radic Fair pay and conditions
radic A comfortable safe working environment
radic Opportunities for employees to socialize and make friends
radic clearly defined work responsibilities and goals
radic Education and training opportunities
radic Career opportunities
As a manager you play a key role in building on a solid foundation and
motivating employees Remember that 70 of people leave their boss not
the company
So what can you do to make sure that employees are switched on at work
Here are some practical motivation techniques that you can use to improve
motivation in your workplace
1 Treat Employees as Individuals
Do you make assumptions about what motivates your employees Some are
likely to be career focused but others may see their work as a place to make
friends and earn moneyFind out what motivates employees outside of work
Some enjoy a challenge such as a sporting activity others may like to be on
committees so they can use their organizational skills Use their innate talents
19
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
in the workplace where possible to keep them motivated Set goals which
stretch their abilities Make goals SMART - specific measurable achievable
relevant and time framed
Treat Employees with Respect
Get to know your employees on a personal level and offer support when
needed even if it is only to listen to their concerns Ask your employees for
their opinions where possible for example if you are changing systems or
introducing new equipment Being involved in decision making is one of the
best motivation techniques Catch your employees doing something well and
praise them - and if you do this in front of others it makes the employee feel
even better Giving employees recognition for their efforts will motivate them
to repeat the process
Provide Opportunities for Employee Learning and Development
Encourage a learning climate through structured on-the-job training
programmes job transfers inter-disciplinary projects and support for further
education Aim to have your employees constantly learning new skills and
gaining new knowledge This will reduce the level of stagnation that can
easily occur in a business Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities Some managers worry that by offering a high level of training
to employees they may leave the business for better opportunities elsewhere
Remember this allows other employees to rise up and take their place Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques And small things can
make all the difference
20
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
radic bringing sweets to team meetings
radic sharing non-business news through eg newsletters
radic arranging activities such as lunchtime yoga sessions
radic surprising employees with a birthday cake
radic asking the employees for their opinion on what would make the workplace a
fun place
Morale Boosters
Measuring Morale
Theres only one way to know how good morale really is in your company
ask the people who work there
Street Smarts The Tournament
Morale took a real beating this fall But theres nothing that lifts
the spirits like some friendly competition
Revving Up the P Word (Productivity)
Though productivity is often defined in numbers it relies very heavily upon
people and their attitudes
Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
21
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Consider the power of the five Is
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees
Incentives for All Generations
The one-size-fits-all approach no longer suits todays multigenerational
workplaces Check this list of desired perks for mature workers baby
boomers Gen Xers and more
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused
Perks You Can Afford
In this classic Inc article take a look at some unique employee benefits that
can help you create an environment your workers wont want to leave
Motivation by Compensation
Trust but Verify In addition to providing valuable information on the
companys 20 restaurants the Noodles amp Co secret shopper program is used
as a motivational tool
The Store that Stark Built
Not only does every employee at Debras Natural Gourmet have a
management role in a move unheard of in retail profits are shared amongst
the team
In a Former Life Alan Schultz
22
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
This CEO learned a valuable lesson during his past life as a steelworker A
company should compensate its sales force based on fair and reachable short-
term goals
Hands On Showing Up
Are your workers not in the habit of showing up every day Try instituting a
bonus system to encourage perfect attendance
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded To motivate them
and build a winning sales team all around reward sales support staffers with
commissions too
Goals Roles Pay and Performance
If youve promised goal-based compensation you need to clearly
communicate roles goals and paths otherwise you may end up with
disgruntled employees
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kickermdashan increase in the payout if
certain targets are met
119 Theories of Motivation
At a simple level it seems obvious that people do things such as go to work
in order to get stuff they want and to avoid stuff they dont want Why
exactly they want what they do and dont want what they dont is still
something a mystery Its a black box and it hasnt been fully penetrated
Overall the basic perspective on motivation looks something like this
23
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
In other words you have certain needs or wants (these terms will be used
interchangeably) and this causes you to do certain things (behavior) which
satisfy those needs (satisfaction) and this can then change which needswants
are primary (either intensifying certain ones or allowing you to move on to
other ones)
A variation on this model particularly appropriate from an experimenters or
managers point of view would be to add a box labeled reward between
behavior and satisfaction So that subjects (or employees) who have
certain needs do certain things (behavior) which then get them rewards set up
by the experimenter or manager (such as raises or bonuses) which satisfy the
needs and so on
12 COMPANY PROFILE
24
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
13 PROBLEM STATEMENT
25
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
ldquoProblem statement is a statement in which focusing on some variable It
provides opportunity to establish why these variables are importantrdquo
There is the more need to research on motivation goal is that what employees
is to perform at their best and achieve the objects or not in a specific time In
this the problem is that many of the employers who donrsquot work for everyone
have struggled for different incentive programs to motivate their employee
This is the problem which is faced by the many employees of that company
In problem statement currently problem must be exist in that organization and
the manager should need to be improved in that organization
Motivating is the major component of management Many of the mangers of
that company do different things for example production sales prices
performance and etc the problem statement of the research is
Why the incentives not for everyone why only for employees
Why work of the human resources department is not performing well in that
organization
Why the bank not introducing the new products bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product
How motivational incentives impact to the employee at their best optimal
business result
26
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
14 SCOPE OF STUDY
The s t udy i s i n t ended t o eva lua t e mo t iva t i on o f
emp loyees i n t he o rgan i za t i on
A good motivational program procedure is essential to achieve goal
of the organization If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
The organizations can achieve the efficiency also to develop
agood organizational culture
27
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
15OBJECTIVES OF STUDY
151 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees
151 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employeersquos performance
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization
To provide the practical suggestion for the improvement of organizationrsquos
performance
28
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
16NEED FOR STUDY
To study the level of employee motivation
To study level of financial motivation non financial motivation
To study how supervisor can influence motivation
To know what are the de-motivation factors
29
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
CHAPTER 2
RESEARCH METHDOLOGY
21 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money
The individual involvement loyalty dedication to job and organization seed to be low
key affair the loyalty dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement Employee motivation is
commonly measured in seven areas that is physical salary and perks promotion
policy job security work interest relation welfare facilities Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work
NEXGEN CAREER
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature
VARIABLES
(1) Independent Sex age income
(2) Dependant Employee motivation
TOOLS OF DATA COLLECTION
Primary tool Interview schedule
Secondary tool library books journals internet news paper magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as ldquothe degree to which people like
their jobsrdquo
31
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
23 RESEARCH METHOLOGY
In this section I will describe and explain the concepts models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question It may be useful to conceptualize the term financial Motivation and
what its concepts are A broader definition of motivation will be introduced
It can be observed from the above definitions that motivation in general is more or
less basically concern with factors or events that moves leads and drives certain
human action or Inaction over a given period of time given the prevailing conditions
Furthermore the definitions suggest st that there need to be anrdquo invisible forcerdquo to push
people to do something in return It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for todayrsquos management This challenge
may emanate from the simple fact that motivation is not a fixed trait ndashas it could change
with changes in personal psychological financial orsocial factors For this thesis the
definition of motivation by Greenberg amp Baron (2003) is adopted as it is more realistic
and simple as it considers the individual and his performance GreenbergampBaron
defines motivation as
ldquoThe set of processes that arouse direct and maintain human behavior towards
attaining some goalrdquo (Greenberg ampBaron 2003 p190) Bassett-Jones ampLloyd (2005
p931) presents that two views of human nature underlay early research into employee
motivation The first view focuses on Taylorism which viewed people as basically lazy
and work ndashshyrdquo and thus held that these set of employees can only be motivated by
external stimulation The second view was based on Hawthorn findings which held the
view that employees are motivated to work well for ldquoits own sakerdquo as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
32
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation and its role in enhancing employeersquos performance in every organization
some of these models have been widely used and accepted by todayrsquos organizations
leaders In this thesis discussion on some of the motivational theories will include
Alders (ERG theory) Maslow (Need theory) Vrooms (Expectancy theory) Adams
(Social equity theory) Taylor (productivity theory) Herzberg (Two factor theory) Mac
Gregory (theory X and Y) Geog pales (path goal theory) and skinner (Reward theory)
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs Existence relatedness and growth
which must be meet by an employee to enable him increase performance Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance These include physiological
security belongings esteem and self-actualization needs According to him a person is
motivated first and foremost to satisfy physiological needs As long as the employees
remain unsatisfied they turn to be motivated only to fulfill them When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves ldquouprdquo the hierarchy and seek to satisfy security needs This process continues
untfinallyselfactualisation needs are satisfied According to Maslow the rationale is
quite simple because employeesrsquo who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that
33
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplayrsquos resulting to performance This performance
interns lead to various outcomes each of which has an associated value called Valence
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance According to him the outcome from
job includes pay recognition promotion social relationship and intrinsic reward to
get these rewards various inputs needs to be employed by the employees to the job as
time experience efforts education and loyalty He suggests that people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high Taylor (1911) observed the soldering by
employees which is a situation whereby workers work less than full capacity He
argued that soldering occurs due to the fact employeersquos fear that performing high will
lead to increasing productivity which might cause them to lose their jobs This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance
Herzberg suggested that there are factors in a job which causes satisfaction These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors) According to him if the motivational factors are met the employee becomes
motivated and hence performs higher Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X hard and ambitious workers representing Y According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals he will turn to be a high Producer
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated
This discussion on the above motivational theories explains the fact that the concept of
Employeersquos motivation has been a critical factor addressed by previous authors as what 34
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
determines the core competence of every organization in achieving a competitive
position Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view The term motivation has been used in numerous and
often contradictory ways Presently there appears to be some agreements that the crucial
thread that distinguishes employeersquos Motivated behaviorsrsquo from other behavior is that it
is goal directed behavior Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviourJones suggested ldquomotivation is
concern with how behavior gets started is energized is Sustained is directed is
stopped and what kind of subjective re-action is present in the organization while this is
going on The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance
The process of employeersquos motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee Next there is a search within the company or groups or within
employee tofulfilhis desires When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation According to steers mowday ampShapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
(2004p382) the process generated during this period makes this period referred to as
ldquothe golden age of work motivation theoriesrdquo ldquoNever before and some would argue
never since has so much progress been made in Explicating the aetiology of work
motivationrdquo (steers et al 2004 pp380-383)
35
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Bassett-Jones amp Lloyd (2005p 932) suggests that the ldquocontent theorists led by
Herzberg assumed a more complex interaction between both internal and external
factors and explored the circumstances in which individuals respond to different
internal and external stimuli On the other hand process theory where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours From the focus point of these two groups one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace The primary focus was on
how and why questions of motivationhow a certain behaviour starts developed and
sustained over timeIt is true that human behaviour in general is dynamic and could
affect the individualrsquospersonal altitude as well as factors surrounding that individual
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times Hence it could only be of benefit if
organisations could provide these rewards and factors Though I have discussed earlier
in this thesis that employees are financially motivated motivation could be seen as a
moving target as what Motivates differs among different people And may even change
for the same person over a given period of time developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual behaviourincreasing the complexity of what can really
motivate employees According to Bassette-jones amp Lloyd (2005p932) ldquoexpectancy
equity goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment The model suggest that once needs of
employees are identified and organizational objectives and also satisfy employee needs
If poorly aligned then low motivation will be the Outcomerdquo
According to (Wiley 1997p264) ldquomodern approaches to motivation may be organised
into three related clusters (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving Workplace behaviour is posited to be determined by persons current need 36
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
state in certain Universal need category Cognitive choice approaches to work
motivation emphasize two determinant of choice and action expectations and
subjective valuation of the consequences associated with each alternative These
expectancy value theories are intended to predict an individual choice or decision Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior
The assumption is that an employeersquos conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and actionrdquo
It is worth noting that an in-depth review of all the different theories mentioned above
is beyond the scope of this thesis However the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis Specifically as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs This thesis intend to use Maslowrsquos hierarchy of need theory of motivation as a
foundation to identify the factors that motivate todayrsquos employees and in the process
determine a ranking order of factors that motivates these employees the original
Maslow theory will be looked at more detail hereof
History and Explanation of Maslowrsquos Hierarchy of Need Theory
The ldquomotivation to workrdquo published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory Abraham Maslow was a clinical psychologist who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory
According to him if people grew in an environment in which their needs are not met
they will be unlikely to function as healthy individuals or well-adjusted individuals
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job they will not functionrsquos effectively as possible
37
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner This means that these needs are aroused in a specific
order from lowest to highest such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues If you look t this in a
motivational point of vie Maslowrsquos theory says that a need can never be fully met but a
need that is almost fulfilled does not longer motivate According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate himher Then
you need to focus on meeting that personrsquos needs at that level (Robbins
2001)According to Greenberg and Baron (2003p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alderrsquos
theory specifies that theneeds can be activated in any order His approach is much
simpler than Maslows Alder specifies that there exist three main needs as opposed to
five postulated by Maslow Thishuman basic needs include existence relatedness and
growth These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time According to him Existence needs corresponds
to Maslowrsquos physiological needs and safety needs Relatedness needs corresponds to
Maslowrsquos social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological safety social needs) and Growth needs (esteem self-
actualization needs) Factors Explanation
1048729 Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic This includes the need to satisfy the fundamental biological
drives such as food air water and shelter According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization
1048729 Safety needs this occupies the second level of needs Safety needs are activated after
Physiological needs are met They refer to the need for a secure working environment 38
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
free from any threats or harms Organizations can provide these need by providing
employees with safety working equipment eg hardhats health insurance plans fire
protection etc The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm
1048729 Social needs This represents the third level of needs They are activated after safety
needs are met Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people) To meet these needs organisations encourage
employees Participation in social events such as picnics organisations bowling etc
1048729 Esteem needs this represents the fourth level of needs It includes the need for self-
respect and approval of others Organisations introduce awards banquets to recognize
distinguished achievements
1048729 Self-actualization This occupies the last level at the top of the triangle This refers to
the need to become all that one is capable of being to develop ones fullest potential The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg ampBaron 2003 p194) this view was supported
by Shipley amp Kelly (1988 p18) Shipley amp Kelly (1988 p18) argue that as ldquoneed
satisfaction is an attitude and that it isperfectly possible for a worker to be satisfied
with hisher need but not be motivated the Reverse of which holds equally true Hence
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation
39
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Organizational managerial Applications of Maslowrsquos Need theory
The greatest value of Maslowrsquos need theory lies in the practical implications it has for
every Management of organizations (Greenberg amp Baron 2003 p195) The rationale
behind thetheory lies on the fact that itrsquos able to suggest to managers how they can
make their employees or subordinates become self-actualized This is because self-
actualized employees are likely to work at their maximum creative potentials Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
1048729 Recognize employeersquos accomplishments Recognizing employeersquos accomplishments
is an important way to make them satisfy their esteem needs This could take the form
of awards plagues etc According to (Greenberg amp Baron 2003 p197) research carried
out in GTE Data services in Temple Terrace Florida shows that awards are given to
employees who develop ways of improving customerrsquos satisfaction or business
performance But it should be noted that according to Greenberg ampBaron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours
Awards that are too general fail to meet this specification
1048729 Provide financial security Financial security is an important type of safety need So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization In a research carried out with
ATampT and Wang showed that 50 of their employees received financial outplacement
services to assist laid-off employees in securing new jobs
1048729 Provide opportunities to socialize Socializations is one of the factors that keep
employees feel the spirit of working as a team When employees work as a team they
tend to increase their performance Research conducted on IBM shows that it holds a
ldquofamily dayrdquo picnic each spring near its Armonk New York headquarters
40
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
1048729 Promote a healthy work force Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking
Criticisms of Maslowrsquos Need theory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meetthey would be unlikely to function healthy well-adjusted individuals Research
testingMaslowrsquos theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job Maslowrsquos theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg ampBaron 2003 p195) To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs Centers amp Bgental (1966 193) in their
carried out among a cross-section of the Working population in Los Angeles posited
survey ldquobackground factors altitudes and aspirations affects workers needs
expectations and situation assessmentrdquo According to Graham ampMessner (1998 p196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation (A) There is scant empirical data to support their conclusions
(b) they assume employees are basically alike and (c) they are not theories of
motivation at all but rather theories of job satisfaction This was supported by the views
of Nadler amp Lawler (1979) in Graham ampMessner (2000 p 188) Nadler amp Lawler
(1979) cited in Graham amp Messner (2000 p198) where also critical of theneed theory
41
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
of motivation They argue that the theory makes the following unrealisticassumptions
about employees in general that (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs Another critic to this view
wasBasset-Jones amp Lloyd (2004 p 961) Basset-Jones amp Lloyd (2004 p 961) presents
that in general critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory
Empirical studies on employee motivation using the original and
Adapted Maslowrsquos model
If any person has to come up with the question that is there any need for employees
motivation The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization This explains why the human resource department in todayrsquos
organization is became a focus of its core functions I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage) Therefore in order to
effectively and efficiently utilize this strategic asset I believe managers and the
organization as a whole must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization Having noted this rationale the next
question one may ask are what factors motivated todayrsquos employeesrdquo
42
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
According to Wiley (1997 p265) at some point during our lives virtually every
person may have to work He claims that working is such a common phenomenon that
the question ldquowhat Motivates people to work is seldom asked Wiley went on to say that
ldquowe are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their workrdquo Therefore exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation From the much amount
of literature available on employee motivation it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking
These employee motivation surveys have been conducted in many different job
situationsamong different categories of employees using different research methods
and applications One of the very first survey to be conducted was on industrial workers
by (Hershey amp Blanchard 1969) over the years similar or different survey employees
have been carried outsee (Kovach 1987 1993) (Wiley 1995) (Lindner 1998 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten ldquojob rewardsrdquo factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion amp Growth (8)employeersquos loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946 1981 amp 1986) when employee surveys were
carried out Supervisors were at the time asked to rank job rewards as they taught
employees would rankthem The rankings by the supervisors were relatively consistent
for each of the years Theserankings were as follows (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997 p278) in which approximately 550 43
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups or Categories namely (occupation gender income levels
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th The survey concluded with the following
collective rank order by respondents (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p75) showed that the two most dominant work goals were ldquointeresting
work ldquoand Good wagesrdquo He further concluded that these two factors were consistent
across different Organizational levels between genders and age groupsQuinn (1997)
also cited in Harpaz (1991 p311) concluded ldquoWhen the ratings of twenty three job
related factors (including the need factors) were carried out the conclusion reached was
that no single factor was pre-eminently importantrdquo He further pointed out that ldquoThe
most aspect of the worker job was that of sufficient resources to perform a task From
the above studies presented so far the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors For
example (Kovach 1987 Wiley 1997 and Harpaz 1990) The discrepancies in these
research findings supports Nelsons (2001 p2) positional view that ldquowhat motivates
employees differs and may change for the same employee over timerdquo It is appropriate
at this level to give a brief summary of the previous researches in this thesis Even
though the original need hierarchy theory was presented some 50 years ago some of its
if not all factors remain of significant importance to employees today The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslowrsquos theory may continue the appreciation of this
theory and the issue of employee motivation The literature also shows that where the
original theory was lacking (short comings or criticised for) has been greatly taken into
consideration
44
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Researchers have taken issues such as differences in gender age income culture amp
countries etc and how these may affect or influence employee work motivation
extensively The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another These previous studies have also
been taken using different methods from surveys questionnaires face-face interviews
but their outcomes have not differed significantly A possible explanation could be due
to the fact that even
45
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
23LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection
Responses received were not free from respondent biases because of their apprehension
that it might affect their career
46
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
CHAPTER 3
RESULTS DISCUSSIONS AND CONCLUSION
31 Analysis and Interpretation
Gender Frequency Percentage ()
Male 31 775
Female 9 225
77
23
Gender
malefemale
47
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Above table shows that 77 percent (n=31) respondent belongs to a male-group of
percent 23 (n=9)
Table no-52 Table show age wise distribution of respondent
Age Frequency Percentage ()
18 to 25 years 8 20
26 to 35 years 15 375
36 to 45 years 11 275
Above 45 years 6 15
Total 40 100
48
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
20
375
275
15
percentage of age
18 to 25 years26 to 35 years36 to 45 yearsAbove 45 years
Above table shows that 20 percent (n=08) respondent belongs to age-group of
18 -25 375 percent (n=15) belongs to age-group of 26-35 275 percent
(n=11) belongs to age-group of 36-45 while 15 percent (n=6) belongs to age-
group of above 45 years
Table no-53 Table shows the educational qualification of the respondent
Education Frequency Percentage ()
SSS 18 45
HSC 6 15
Graduate 10 25
Post Graduate 1 25
Other 5 125
49
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Total 40 100
45
15
225
25 13
Education
SSSHSCGraduatePost Graduate Other
Above table shows that 45 percent (n=18) respondent had their educational
qualification up to primary level 15 percent (n=6) respondent had their educational
qualification up to secondary level 225 percent (n=10) respondent had their
educational qualification up to higher secondary level 125percent (n=5) respondent
had their educational qualification up to graduation level while 05 percent (n=2)
respondent had their educational qualification up to post graduate level
Table no- 54 Table shows the work of span of the respondent
experience Frequency Percentage ()
1 ndash 5 years 14 35
6 ndash 10 years 12 30
11 ndash 15 years 9 225
50
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Above 15 years 5 125
Total 40 100
35
30
23
13
Percentage work of span
1 ndash 5 years6 ndash 10 years11 ndash 15 yearsAbove 15 years
Above table shows that 35 percent (n=14) respondent belongs to age-group of
1 ndash 5years 30 percent (n=12) belongs to age-group of 6 ndash 10 years 225
percent (n=9) belongs to age-group of 11 ndash 15 years while 125 percent (n=5)
belongs to age-group of above 15 years
Table no- 55 Table shows present salary and incriment of the respondent
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 27 675
Uncertain 3 75
51
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Disagree 4 10
Strongly disagree 2 5
Total 40 100
10
68
8
10
5
percentage ofpresent salary and incriment
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 10 percent (n=4) respondent with strongly agree 675
percent (n=27) respondent with agree 75 percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree5 percent (n=2) respondent
with strongly agree
Table no-56 Table shows financial or financially related reward system in my
organization
Employee response Frequency Percentage ()
Strongly agree 2 5
Agree 22 55
52
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Uncertain 5 125
Disagree 8 20
Strongly disagree 3 75
Total 40 100
Above table shows that 5 percent (n=2) respondent with strongly agree 55percent
(n=22) respondent with agree 125percent (n=5) respondent with uncertain20
percent (n=8) respondent with disagree75 percent (n=3) respondent with strongly
disagree
Table no- 57 Table shows working conditions are cleanpleasant amp safe of
respondent
53
5
5513
20
8
percentage of financial or financially related reward system
Strongly agreeAgreeUncertainDisagreeStrongly disagree
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
68
28
5
working conditions are cleanpleasant amp safe of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 675 percent (n=27) respondent with strongly agree
275percent (n=11) respondent with agree 0percent (n=0) respondent with
uncertain5 percent (n=2) respondent with disagree0 percent (n=0) respondent with
strongly disagree
54
Employee response Frequency Percentage
Strongly agree 675 655
Agree 275 275
Uncertain 0 0
Disagree 5 5
Strongly disagree 0 0
Total 40 100
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Table no-58 Table shows welfare facilities provided by the company
Employee response Frequency Percentage ()
Strongly agree 11 275
Agree 25 625
Uncertain 1 25
Disagree 3 75
Strongly disagree 0 0
Total 40 100
28
63
38
percentage of walfere facilities
Strongly agreeAgreeUncertainDisagreeStrongly agree
Above table shows that 275 percent (n=11) respondent with strongly agree
625percent (n=25) respondent with agree 25percent (n=1) respondent with
55
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
uncertain75 percent (n=3) respondent with disagree0 percent (n=0) respondent
with strongly disagree
Table no-59 Table shows policies and procedures of respondent
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 3 75
Disagree 5 125
Strongly disagree 0 0
total 40 100
25
55
8
13
percentage ofpolicies and procedures
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 75percent (n=3) respondent with
56
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
uncertain125 percent (n=5) respondent with disagree0 percent) respondents with
strongly disagree
Table no 510 Table shows relation with my superior peer and subordinates of
Respondent
Employee response Frequency Percentage()
Strongly agree 34 85
Agree 6 15
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
total 40 100
85
15
policies and procedures of respondent
Strongly agreeAgreeUncertainDisagreeStrongly disagree
57
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Above table shows that 85 percent (n=34) respondent with strongly agree
15percent (n=6) respondent with agree 0percent uncertain disagree strongly
disagree
Table no 511 Table shows supervisor take interest in our problem well being
future
Employee response Frequency Percentage()
Strongly agree 7 175
Agree 30 755
Uncertain 3 7
Disagree 0 0
Strongly disagree 0 0
total 40 100
18
75
8
superviser take intrest in our problem well be-ing future
Strongly agreeAgreeUncertainDisagreeStrongly disagree
58
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Above table shows that17 percent (n=7) respondent with strongly agree 75percent
(n=35) respondent with agree 8percent (n=3) respondent with uncertain
0percent disagree strongly disagree
Table no 512 Table shows setting and achieving challenging goal
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 29 725
Uncertain 04 10
Disagree 02 05
Strongly disagree 0 0
Total 40 100
59
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
13
73
10
5
setting and achieving challenging goal
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 73percent
(n=29) respondent with agree 10percent (n=4) respondent with uncertain5 percent
(n=2) respondent with disagree0 percent) respondents with strongly disagree
Table no 513 Table shows recognized and praised for my good performance
Employee response Frequency Percentage()
Strongly agree 5 125
Agree 25 625
Uncertain 03 75
Disagree 07 175
Strongly disagree 0 0
total 40 100
60
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
12
63
7
17
recognized and praised for my good per-formance
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 12 percent (n=5) respondent with strongly agree 62percent
(n=25) respondent with agree 8percent (n=3) respondent with uncertain18 percent
(n=7) respondent with disagree0 percent) respondents with strongly disagree
Table no 517 Table show organization helps me in all possible way to know my
61
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 28 70
Uncertain 1 25
Disagree 03 75
Strongly disagree 0 0
Total 40 100
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
20
70
2 7
organization helps me in all possible way to know my
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 20 percent (n=8) respondent with strongly agree 70percent
(n=28) respondent with agree 25percent (n=1) respondent with uncertain75
percent (n=3) respondent with disagree0 percent(n=0) respondents with strongly
disagree
Table no 518 Table show organization we are a given a chance to our present our
ideas amp the same is give due weight age in decision making
62
Employee response Frequency Percentage ()
Strongly agree 0 0
Agree 22 55
Uncertain 0 0
Disagree 10 25
Strongly disagree 8 20
Total 40 100
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
55
25
20
organization we are a given a chance to our present our ideas amp the same is give due
weight age in decision making
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 0 percent (n=0) respondent with strongly agree
55percent (n=22) respondent with agree 0percent (n=0) respondent with
uncertain25 percent (n=10) respondent with disagree 20 percent (n=8) respondents
with strongly disagree
Table no 519 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
63
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
25
63
12
management of our calls for active participa-tion of the employee in the dat to day function
of the organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that 25 percent (n=10) respondent with strongly agree
62percent (n=25) respondent with agree 13percent (n=5) respondent with
64
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 25 625
Uncertain 5 125
Disagree 0 0
Strongly disagree 0 0
Total 40 100
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
uncertain0 percent (n=0) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 520 Table show prestige of my organization outside company is good
65
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 36 90
Uncertain 0 0
Disagree 0 0
Strongly disagree 0 0
Total 40 100
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
10
90
prestige of my organization outside company is good
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree 90percent
(n=36) respondent with agree 0percent (n=0) respondent with uncertain0 percent
(n=0) respondent with disagree 0 percent (n=0) respondents with strongly disagree
Table no 521 Table shows I am getting maximum pleasure from my work
66
Employee response Frequency Percentage ()
Strongly agree 28 70
Agree 7 175
Uncertain 0 0
Disagree 5 125
Strongly disagree 0 0
Total 40 100
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
70
17
12
I am getting maximum pleasure from my work
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that70 percent (n=28) respondent with strongly agree
17percent (n=7) respondent with agree 0percent (n=0) respondent with
uncertain125 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 522 Table shows added authority and responsibility to present job will be
more interesting and rewarding
67
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
25
55
13
8
added authority and responsibility to present job will be more interesting and rewarding
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that25 percent (n=10) respondent with strongly agree
55percent (n=22) respondent with agree 125percent (n=5) respondent with
68
Employee response Frequency Percentage ()
Strongly agree 10 25
Agree 22 55
Uncertain 05 125
Disagree 03 75
Strongly disagree 0 0
Total 40 100
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
uncertain75 percent (n=5) respondent with disagree 0 percent (n=0) respondents
with strongly disagree
Table no 523 Table shows authority to encourage juniors is quite common in my
organization
69
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 0 0
Disagree 05 125
Strongly disagree 03 75
Total 40 100
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
17
63
12
7
authority to encourage juniors is quite common in my organization
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 0percent (n=0) respondent with
uncertain13 percent (n=5) respondent with disagree 8 percent (n=3) respondents
with strongly disagree
Table no 524 Table shows job contet and responsibilities are appropriate
70
Employee response Frequency Percentage ()
Strongly agree 7 175
Agree 25 625
Uncertain 2 5
Disagree 04 10
Strongly disagree 02 5
Total 40 100
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
17
63
5
10
5
job contet and responsibilities are appropriate
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that17 percent (n=7) respondent with strongly agree
62percent (n=25) respondent with agree 5percent (n=2) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
Table no 525 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
71
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
20
58
7
10
5
organization tries to make the job more chal-lenging which prevents us from getting bored
on the job
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that20 percent (n=8) respondent with strongly agree
57percent (n=23) respondent with agree 8percent (n=3) respondent with
uncertain10 percent (n=4) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
72
Employee response Frequency Percentage ()
Strongly agree 8 20
Agree 23 575
Uncertain 3 75
Disagree 04 10
Strongly disagree 02 5
Total 40 100
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Table no 526 Table shows appropriate work is given to me according to my skill and
potential
73
Employee response Frequency Percentage ()
Strongly agree 4 10
Agree 20 50
Uncertain 2 5
Disagree 8 20
Strongly disagree 6 15
Total 40 100
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
10
505
20
15
Appropriate work is given to me according to my skill and potential
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that10 percent (n=4) respondent with strongly agree
50percent (n=20) respondent with agree 5percent (n=2) respondent with
uncertain20 percent (n=8) respondent with disagree 15 percent (n=6) respondents
with strongly disagree
Table no 527 Table shows leadership also influences the level of motivation
74
Employee response Frequency Percentage ()
Strongly agree 3 75
Agree 17 425
Uncertain 3 75
Disagree 15 375
Strongly disagree 2 5
Total 40 100
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
7
42
7
38
5
leadership also influences the level of motiva-tion
Strongly agreeAgreeUncertainDisagreeStrongly disagree
Above table shows that7 percent (n=3) respondent with strongly agree
42percent (n=17) respondent with agree 8percent (n=2) respondent with
uncertain38 percent (n=8) respondent with disagree 5 percent (n=2) respondents
with strongly disagree
32 FINDING FROM THE STUDY
Most of respondent 375 (n=15) were belongs to age-group of 26 -35 Years
Most of respondent 45 (n=18) had their educational qualification up to ssc
Majority of the respondent 35 (n=14) works in span of (1-5) years
1 Employee motivation information
Majority of respondent 675 (n=27) agree whit present salary and increment
75
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Majority of respondent 55 (n=222) agree whit financially related reward
system
Majority of respondent 675 (n=27) were strongly agree with working
condition
Majority of respondent 625 (n=25) were agree with welfare facilities and
275 (n=11) were strongly agree with welfare facilities
Majority of respondent 85 (n=34) were relation with superior peers and
subordinates are good
Majority of respondent 755 (n=30) were supervisors take interest in our
problem
Majority of respondent 725 (n=29) were enjoy setting and achieving
challenging goal
Majority of respondent 625 (n=25) were recognized and praised for my good
performance
Most of respondent 575 (n=23) clear and effective system of performance
appraisal amp career development
Majority of respondent 775 (n=31) agree whit right opportunities in this
organization for my personal growth and promotion
Majority of respondent 70 (n=28) were organization helps me in all possible
20(n=8) organization helps me in all possible
Majority of respondent 625 (n=25) agree and 25 (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
Most of respondent 90 (n=36) agree and 10 (n=4) strongly agree were
organization outside company is good
Majority of respondent 70 (n=28)I am getting maximum pleasure from my
work
Majority of respondent 55 (n=22) were added authority and responsibility to
present job will be more interesting and rewarding
Most of respondent 625 (n=25) delegation of authority to encourage juniors is
quits common in my organization
76
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
Most of respondent 625 (n=25) were my job content and responsibilities are
appropriate for me
Majority of respondent 75 (n=30) were appropriate work is given to me
according to my skill and potential
Most of respondent 425 (n=17) were agree and 375 (n=15) for disagree
leadership also influences the level of motivation
32 SUGESSTION AND RECOMMENDATION
In the Madhur dray employees feel that the salary structure is
very good but give amount is not satisfactory 55of the
employees are satisfied by their salary and increment financial
reward as it is very low rate
The higher number of employees (85) has given strongly
agree It means in madhur dray the belongingness o employees
are very good They have a good relationship with everyone
65 of employees are satisfied with recognition programs and
performance appraisal system But 35of the employee is still
feeling that the performance appraisal system and recognition
programmer are not proper Hence HR department should know
why the employees are not satisfied whit the performance
appraisal system and which type of recognition program me
they want in future
The higher numbers of employees have given positive
response but still there is scope for improvement
77
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
The HR department should make the job more challenging
Exciting and meaningful by the factor like goal setting Creative
work Job rotation Skill diversity
33 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon The motivation is a live issue for all
Motivation is psychological concept Motivation is not a cause but rather the effect or
result of many going awry Motivation drifters from person to person industry to
industry level of education age nature of work etc Motivation may be range from very
high to very low
By this study it is clear that various faction which influences motivation and
78
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
productivity of the employees each as Social Security measures welfare facilities
salary status Bonus heath condition shift system and recognition of work are getting
much importance
Several approaches to motivation are available Early theories are too simplistic in their
approach towards motivation The content theories Maslowrsquos need hierarchy
Herzbergrsquos two-factor model and alderrsquos erg approach are very popular
To conclude employee motivation plays very important role in every organization
Good employee motivation helps to success of the organization Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization
From the financial and nonfinancial reward system make motivation in complete
picture Form this we learn that how we applied the concept of motivation for the
progressive result of company
CHAPTER 4
APPENDICES
79
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
41Questionnaire
As a part of my dissertation I am conducting a research on
motivation This questionnaire is part of the research project amp I
solicit your co-operation for the same I assure that the information
will be used for academic purpose only and shall be kept confidential
(1)Name
(2)Sex male [ ] female [ ]
(3)Age
(4)Designation
(5)Education
a Ssc [ ]
b Hsc [ ]
c Graduate [ ]
d Post graduate [ ]
e Other [ ]
(6)Work on span
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]
(7)I am satisfied with the present salary and increment given to
me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
80
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
(8)I think that financial or financially related reward system in my
organization is fair and satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9)I feel that working conditions are clean pleasant amp safe in my
organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(11) I am aware with policies and procedures to the company
and I find that satisfactory
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]81
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
(12) My relation with my superior peers and subordinates are
good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem well being and
feature
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
82
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal
amp career development
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which
will help me in career advancement
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for
my personal growth and promotion
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my
abilities capabilities present performance and prospect for
improvement83
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present
our ideas amp the same is given due weight age in decision making
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work
1) Strongly agree [ ]
84
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present
job will be more interesting and rewarding
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite
common in my organization
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not
over loaded or not under loaded) for me
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
85
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
(27)My organization tries to make the job more challenging
which prevents us from gel ting bored on the job
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to
my skill and potential
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of
motivation
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
42 REFERENCES
1 Financial Results Honda Motor Company (PDF) April 2014 Retrieved20
December 2014
86
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
2 Financial Results Honda Motor Company (PDF) April 2013 Retrieved 26
April2013
3 ^ FY2012 FY12 Financial Results Honda Motor Company May 2011
Retrieved15 June 2011
4 Grant Robert M Neupert Kent E (2003) Cases in contemporary strategy
analysis(3rd ed) Wiley-Blackwell ISBN 1-4051-1180-1 Retrieved 12
November 2010
5 Johnson Richard Alan (2005) Six men who built the modern auto
industryMotorBooks International ISBN 0-7603-1958-8 Retrieved 12
November 2010
6 Miller Edward (18 April 2008) FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD Hondacom Retrieved 28 July 2009
7 Harga Honda Mobilio Mobilio Retrieved 22 November 2009
8 The History of Honda Cars-directorynet Retrieved 22 November 2009
9 World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011 (PDF)
10 Le top 20 des entreprises les plus innovates du monde Challenges 22 October
2013 Ross Jeffrey N (29 January 2014) Honda is first Japanese carmaker to
be a net-exporter from US Autoblog Retrieved 25 July 2014
11 Alexander Jeffrey W (2008) Japans Motorcycle Wars An Industry History
UBC Press pp 112ndash116 197ndash211 ISBN 978-0-8248-3328-2
12 Frank Aaron (2003) Honda Motorcycles Motor Books
InternationalISBN 978-0-7603-1077-9 Retrieved 28 January 2012
13 Falloon Ian (2005) The Honda Story Haynes pp 9ndash13 ISBN 1-85960-966-X
14 Sakiya Tetsuo (1982) Porter Timothy ed Honda Motor the men the
management the machines Kodansha ISBN 978-0-87011-522-6
87
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
15 Classic Bikes from the AMA Motorcycle Hall of Fame Museum American
Motorcyclist Association Retrieved 8 October 2013 According to legend the
machines name since associated with a variety of Honda products was inspired by
a comment made by one of Hondas employees during a company party The
workers had pushed aside the desks to toast their efforts with home-brewed sake
Its like a dream uttered one of the attendees The name stuck
16 Honda Worldwide History Worldhondacom Retrieved 1 January 2011
17Paul Niedermeyer (30 March 2010) Hondas Wild 9000 RPM Mid-Engine T360
Pickup Of 1963 The Truth about Cars
18Sporting Hondas ndash Classic Buyers Guide New Zealand Classic Car magazine 21
September 2010
19Lets Build a Sport scar Honda Retrieved 1 July 2012
20The trouble with excellence The Economist 4 July 1998 Retrieved 5 April 2013
21Sorge Marjorie (1998) 1998 executive of the year ndash Honda Motor Co president Nobuhiko
Kawamoto Automotive Industries
22 The History of Honda Motor Company GearHeads 18 May 2012 Retrieved 1 July2012
23 Honda Names Takahiro Hachigo New President Replaces Takanobu Ito who took over as
chief executive in 2009 Wall Street Journal 23 February 2015
24 Ohnsman Alan (20 August 2010) Hondas Dream of US Production Protects Profits as
Yen Surges Bloomberg Retrieved 1 January 2011
25Breakdown of net sales and other operating revenue by geographical markets from company
20Fs
26 Mangion Patrick (08-27) Markham saves Honda deal Yorkregioncom p It was originally
planned to be located in Richmond Hill Ontario but delays led them to look elsewhere
27Share Manthan httpwwwsharemanthaninindexphpindian-companies49-auto2150-
hero-honda
88
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
28Barr Jonathan ed (JulyndashSeptember 2003) 1965 Honda T500F Flat Bed Utility The
Japanese Restorer in Australia (Bald Hills Queensland Australia)
1 Toyota Corolla History (PDF) Toyota Motor Corp
89
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
90
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
91
92
93
94
95
96
97
98
99
100
101
102
103
104
105
92
93
94
95
96
97
98
99
100
101
102
103
104
105
93
94
95
96
97
98
99
100
101
102
103
104
105
94
95
96
97
98
99
100
101
102
103
104
105
95
96
97
98
99
100
101
102
103
104
105
96
97
98
99
100
101
102
103
104
105
97
98
99
100
101
102
103
104
105
98
99
100
101
102
103
104
105
99
100
101
102
103
104
105
100
101
102
103
104
105
101
102
103
104
105
102
103
104
105
103
104
105
104
105
105