A Project Report On SUMMER TRAINING ON

Employees motivation IN

Pyrotech electronics pvt. Ltd..

BY Monika vyas IN PARTIAL FULFILLMENT OF 2 year masters degree programme in Management Pacific Institute of Management Udaipur

PREFACE

ACKNOWLEDGEMENT

A journey of miles starts with the very first step.

Great man and their saying have always led human being to provide the Excellency. Through his sweet filled with the hard work and immense faith has always turned send to goal and making a foot ahead in this way we have tried to complete work at project. I would like to express my sincere thanks to MISS. SAUMYA DWIVEDI (HR Branch Manager) and the entire staff of Pyrotech Electronics Pvt Ltd udaipur (Raj.) for giving his valuable time and exemplary guidance during my training, without his constant encouragement it would have been impossible to test my theoretical knowledge. their diligently attention, cooperation, precious advice, a very congenial environment and sophisticate facilities during the course of the project. I wish to express my profound sense of gratitude to Prof B.P.Sharma, Director, Pacific Institute of Management, Udaipur who provided me an opportunity to do this project in his esteemed organization for diligent and constant encouragement throughout the period of seminar. I am also thankful to Mrs. Shikha Bhargava , PIM successful completion of this project.. guide. who supervised and guides me in

A shower to thanks to all lecturer of electrical department who provided me relevant help &

Monika Vyas ( MBA III sem )

Index

Company profile
PRINCIPALS
Pyrotech, was established in 1991 (formerly pyrotech international - est 1976), to provide complete solution for electronic process control instrument to the industries. Presently we are manufacturing about 200 different types of process control instruments. We have a strong R & D team, comprising of 50 engineers. For marketing our products we have a total of 10 branch offices, in various parts of the country, to cover all existing/ prospective customers

COMPANY BACKGROUND We are an ISO-9001 company associated with manufacturing and supply of Control Room Equipment, Electronic Process Control Instruments and Sensors, for last three decades for power plants, process plants and other industries. Pyrotech came in to existence in 1976 and we have registered an average rate of growth of 55%, since inception. We manufacture around 200 different types of instruments. All of our products are subject to 23 stringent tests for quality control (High freq disturbance, ESD, Vibration, high voltage, EMC etc.). We also represent Siemens field instruments, L&T drives, Schneider PLC, Cirronet wireless radios, Madison Ultrasonic/Radar level transmitter. Our project division has done complete C&I projects for captive power, sponge iron, waste-water and other industries. Our group companies are :1. PEPL unit-1: Electronic Process and Control Instruments. 2. Pyrotech Control (India) Pvt. Ltd.: Enclosures, Control and Mosaic panels. 3. PEPL unit-2: Control panels, control desks and Mosaic panels and Industrial furniture. 4. Tempsens Inst. (I) Pvt. Ltd.: Temperature sensors, Thermocouples and RTDs. We have wide acceptance amongst OEMs and system integrators namely BHEL, NTPC, Siemens, L&T, ABB, Honeywell Ltd., Yokogawa India Ltd., etc. Our consultants include EIL, PDIL, HOWE, Holtec, Lurgi, Tata Consulting Engineers, Toyo Engineering India Ltd., etc. Further, we have been supplying our products and expertise to a wide array of customers in Power, Petrochemical, Chemical, Fertilizer, Food processing, Metallurgy, Cement, Sugar and other Industries.

SERVICES
Electrical Engineering Services:

PCB Design & Layout Contract Manufacturing: Components procurement, PCB Assembly, Testing Schematic Design: Using OrcAD Operating Manuals Catalogue Design, Backplate, Sticker Design 8051/Analog devices (AduC) based software in Assembly and C language. PLC Programming

Mechanical Engineering Services:

Drawings: Autocad, Epanel Panel design. CAD/CAM 2-D, 3-D drawings Project Engineering CNC programming

PYROTECH GROUP

CUSTOMER LIST
OEM's : Asea Brown Boveri Ltd. Instrumentation Ltd. Larsen & Toubro Ltd. Siemens Ltd.

Thermax Ltd.

Chemical : SRF Ltd. Indian Petrochemicals Corporation Ltd. Rajasthan State Mines and Minerals Ltd. Tata Chemicals Ltd.

Mysore Petro Chemicals Ltd.

Power : National Thermal Power Corporation Ltd. Karnataka Thermal Power Corporation Ltd. Maharashtra State Electricity Board Andhra Pradesh State Electricity Board

Fertilizer : IFFCO National Fertilizer Ltd. Chambal Fertilizer & Chemicals Ltd. Coromandel Fertilizer Ltd.

Rashtriya Chemical & Fertilizer Ltd.

Badarpur Thermal Power Station.

Sugar : Daurala Sugar Works The Dhampur Sugar Mills Ltd. Ramgarh Chini Mills Modi Sugar Mills

Synthetic : Asian Paints Century Rayon Grasim Industries Ltd. Indian Rayons and Industries Ltd.

Siel Sugar

Indo Rama Synthetic (I) Ltd.

Steel :

Steel Authority of India Ltd. ESSAR Steel Ltd. TISCO Vishakapatnam Steel Plant SunFlag Iron and Steel Company Ltd.

CHAPTER - X INTRODUCTION MOTIVATION AND ITS MEANING

Motivation is the basic psychological process. None would deny that it is the most important process in the more micro approach to the organization behavior. Many people equate the causes of behavior with motivation. Causes of behavior are much broader and more complex than can be explained by motivation alone. Hence motivation should never be under-rated. Along with Perception, Personality and Learning, Motivation is a very important process in understanding a behavior. It must be remembered that, motivation should not be taken for granted as the only explanation of behavior. It acts and interacts on conjunction with other mediating process and the environment. It must also be remembered that like any other mediating process or environment, motivation cannot be seen. Motivation is invisible. What all can be seen is the behavior. Motivation is the hypothetical construct that is used to help explain behavior. Hence it should never be equated with the behavior.

The meaning of motivation;

Today many people in the society including laymen and scholars have their own definition of motivation, containing one or more of the following terms therein; Desires /Wants Wishes, Aims, Goals, Needs, Drives, Motives and Incentives. Technically motivation can be traced to Latin word Movere that means to move.

Definition;
A motive is an inner state that energizes, actuates, activates or moves (Hence motivation) that directs or channels the behavior towards the goals. A motive is restlessness, a lack of you, a force. Once in grip of a motive the organism does something. It most generally does something to reduce the restlessness, to remedy the lack, to alleviate you to mitigate the force. Many people know motivation as the driving force behind an action. This is probably the simplest explanation about motivation. Motivation can be considered the state of having encouragement to do something. 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. The key to understanding the motivation seems to lie in the meaning and relationship between needs, drives and goals. Basic motivation process sets-up drives to accomplish goals. Conclusively, motivation can be defined as the willingness to exert high levels of efforts to reach organization goals, conditioned by the efforts ability to satisfy some individual needs.

BASIC MOTIVATION PROCESS

Needs
(Deprivation) Needs;

Drives
(Deprivation with direction)

Goal
(Reduction of drives)

A need can be defined as an internal state that makes certain outcomes appear attractive. (Or simply deficiency) An unsatisfied need creates tension that stimulates drives within an individual. For example a need exists when a cell in the body is deprived of food and water. (Hunger and thirst)

Drives;
A drive can be simply defined as a deficiency with direction. Drives are action oriented and providing an energizing thrust toward goal accomplishment.

They are at the very heart of the motivational process. These drives generate behavior to find particular goals. The examples of the needs for food and water are translated into hunger and thirst drives.

Goals;
A goal in the motivation cycle can be defined as anything that will alleviate a need and reduce it to drive. Goal if attained will satisfy the need and reduce the tension.

Thus attaining a goal tend to restore physiological and psychological balance and will reduce or cut-off to the drive. (Exhibit-the motivation process)

Unsatisfied need

Tension

Drives

Search behavior

Satisfied need

Reduction of need

TYPES OF MOTIVATION

PRIMARY / PHYSIOLOGICAL MOTIVES: Psychologists do not totally agree on how to clarify various human motives but they would acknowledge that some motives are unlearned and physiologically based. Such motives are variously called physiological, biological, unlearned or the primary. The use of the term Primary Motives does not imply that said group of motives always takes precedence over General & Secondary group of motives. Although the precedence of Primary motives is implied in some motivation theories and there are many situations in which general and secondary motives predominate over primary motives. Common examples include celibacy among priests and fasting for a religious, social or a political cause. In both of these cases learned secondary motives are stronger than unlearned primary motives.

The criteria must be met in order for a motive to be included in the primary classification, i.e. it must be unlearned and must be physiologically based. Thus defined the most commonly recognized primary motives include Hunger, Thirst, Sleep, and Avoidance of pain, Sex and Material concern.

GENERAL MOTIVES: A separate classification for general motives is not always given. Yet such a category became necessary because there are a number of motives which lie in a grey area between the Primary and Secondary classification. To be included in a general category, a motive must be unlearned but not physiologically based. Although not all psychologists would agree, the motivation of competence, curiosity, manipulation, activity and affection seem to best meet the criteria for said classification. An understanding of these general motives is crucial to the study of human behavior, especially in organizations. These are more relevant to Organizational Behavior than the Primary Motives.

SECONDARY MOTIVES: These motives are clearly tied to learning concepts. A motive must be learned to be included in the secondary classification. Numerous important human motives meet this criterion. Some of the more important ones are the Power, Achievement and Affiliation. Security and Status are also important secondary motives. Others include change motivation, fear, incentive and socialization.

POWER MOTIVE : The leading advocate of the power motive was Alfred Adler. To explain the power need the need to manipulate others or the drive for superiority over others. Adler developed the concepts of inferiority complex and compensation. He felt that every small child experiences a sense of inferiority. Whenever this feeling of inferiority is combined with what he sensed an innate need for superiority, the two rules all the behavior. The persons lifestyle is characterized by striving to compensate for feeling of inferiority which is combined with the innate drive for power. The power motive has significant implications for organizational leadership and behavior and for the informal political aspects of organizations. It has emerged as one of the most important dynamics in the study of organizational behavior.

ACHIEVEMENT MOTIVE: 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 person's perception. 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. In most simple manner, Achievement Motive can be expressed as a desire to perform in terms of excellence or to be successful in competitive situations.

THE AFFILIATION MOTIVE: The affiliation motive though very complex, plays a very vital role in human behavior. Sometimes affiliation is equated with social motive and / or group dynamics. The affiliation motive is neither as broad as is implied by the definition of Social Motives nor as comprehensive or complex as is implied by definition of group dynamics. According to Hawthorn studies, the importance of affiliation motive in the behavior of organization participants has been very clear. Employees especially rank and file employees have a very intense need to belong to and be accepted by a group. This affiliation motive is an important part of group dynamics.

STATUS OR PRESTIGE MOTIVE: Dr. Saul W Gellerman is a renowned psychologist and a member of American Psychological Association. He is Manager of Personnel Research IBM World Trade Corporation. In one of his books MOTIVATION & PRODUCTIVITY says that: A mans prestige is in other words is how he expects to be treated and it has therefore a definite effect on how comfortably, conveniently and efficiently he can expect to get along the life. Prestige is conferred by the society and not elected by an individual to suite to his taste. High prestige is often as much a matter of low status people wanting to put someone on a pedestal or platform.

FEAR MOTIVATION : 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.

INCENTIVE MOTIVATION: -

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. By offering incentives, companies hope to raise productivity and motivate their employees to work harder.

ATTITUDE MOTIVATION: Attitude motivation is how people think and feel. It is their self confidence, their belief in themselves, their attitude to life. It is how they feel about the future and how they react to the past.

SOCIALIZATION: 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.

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.

IMPORTANCE OF MOTIVATION;
i. ii. Motivated employees are always looking for better was to do a job. It is responsibility of managers to make employees look for better ways of doing their jobs. A motivated employee, generally, is more quality oriented. This is truth whether we are talking of top manager spending extra time on data gathering and analysis for a report, or a clerk taking extra care when filling important documents. iii. Highly motivated workers are more productive than apathetic workers. e.g. the highly productivity Japanese workers and the fact that fewer workers are needed to an automobile in Japan than elsewhere in the world. iv. Every organization requires human resources, in addition to financial and physical resources for it to function. Three behavioral dimension of HR are significant to the organization_ (a) people must be attracted not only to join the organization but also to

remain in it. (b) people must perform the tasks for which they are hired and they must do so in a dependable manner, and (c) people must go beyond these roles and engage in some form of creative, spontaneous, and innovative behaviour at work.
v.

Yet another reason why increasing attention is paid towards motivation can be found in the present and future technology required for production.

THEORIES OF MOTIVATION

1) Contribution of Robert Owen: Though Owen is considered to be paternalistic in his view, his contribution is of a considerable significance in the theories of Motivation. During the early years of the nineteenth century, Owens textile mill at New Lanark in Scotland was the scene of some novel ways of treating people. His view was that people were similar to machines. A machine that is looked after properly, cared for and maintained well, performs efficiently, reliably and lastingly, similarly people are likely to be more efficient if they are taken care of. Robert Owen practiced what he preached and introduced such things as employee housing and company shop. His ideas on this and other matters were considered to be too revolutionary for that time.

2) Jeremy Benthams The Carrot and the Stick Approach: Possibly the essence of the traditional view of people at work can be best appreciated by a brief look at the work of this English philosopher, whose ideas were also developed in the early years of the Industrial Revolution, around 1800. Benthams view was that all people are self-interested and

are motivated by the desire to avoid pain and find pleasure. Any worker will work only if the reward is big enough, or the punishment sufficiently unpleasant. This view - the carrot and stick approach - was built into the philosophies of the age and is still to be found, especially in the older, more traditional sectors of industry. The various leading theories of motivation and motivators seldom make reference to the carrot and the stick. This metaphor relates, of course, to the use of rewards and penalties in order to induce desired behavior. It comes from the old story that to make a donkey move, one must put a carrot in front of him or dab him with a stick from behind. Despite all the research on the theories of motivation, reward and punishment are still considered strong motivators. For centuries, however, they were too often thought of as the only forces that could motivate people. At the same time, in all theories of motivation, the inducements of some kind of carrot are recognized. Often this is money in the form of pay or bonuses. Even though money is not the only motivating force, it has been and will continue to be an important one. The trouble with the money carrot approach is that too often everyone gets a carrot, regardless of performance through such practices as salary increase and promotion by seniority, automatic merit increases, and executive bonuses not based on individual manager performance. It is as simple as this : If a person put a donkey in a pen full of carrots and then stood outside with a carrot, would the donkey be encouraged to come out of the pen ? The stick, in the form of fearfear of loss of job, loss of income, reduction of bonus, demotion, or some other penaltyhas been and continues to be a strong motivator. Yet it is admittedly not the best kind. It often gives rise to defensive or retaliatory behavior, such as union organization, poorquality work, executive indifference, failure of a manager to take any risks in decision making or even dishonesty. But fear of penalty cannot be overlooked. Whether managers are first-level supervisors or chief executives, the power of their position to give or with hold rewards or impose penalties of various kinds gives them an ability to control, to a very great extent, the economic and social well-being of their subordinates.

3) Abraham Maslows Need Hierarchy Theory:

One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator. As per his theory these needs are: (i) Physiological needs: These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work. (ii) Security or Safety needs: These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm. (iii) Social needs: Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship. (iv) Esteem needs: According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention.

(v) Need for self-actualization: Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming, it includes growth, achieving ones potential and self-fulfillment. It is to maximize ones potential and to accomplish something.

As each of these needs is substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level. Maslows need theory has received wide recognition, particularly among practicing managers. This can be attributed to the theorys intuitive logic and ease of understanding. However, research does not validate this theory. Maslow provided no empirical evidence and other several studies that sought to validate the theory found no support for it. 4) Theory X and Theory Y of Douglas McGregor:

McGregor, in his book The Human side of Enterprise states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. After viewing the way in which the manager dealt with employees, McGregor concluded that a managers view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behavior towards subordinates according to these assumptions. Under the assumptions of theory X:

Employees inherently do not like work and whenever possible, will attempt to avoid it. Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals. Employees avoid responsibilities and do not work till formal directions are issued. Most workers place a greater importance on security over all other factors and display little ambition.

In contrast under the assumptions of theory Y:

Physical and mental effort at work is as natural as rest or play. People do exercise self-control and self-direction and if they are committed to those goals. Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization. That the way the things are organized, the average human beings brainpower is only partly used.

On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word authoritarian suggests such ideas as the power to enforce obedience and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization.

However, this theory has been criticized widely for generalization of work and human behavior.

5) Contribution of Rensis Likert: Likert developed a refined classification, breaking down organizations into four management systems. 1st System Primitive authoritarian 2nd System Benevolent authoritarian 3rd System Consultative 4th System Participative As per the opinion of Likert, the 4th system is the best, not only for profit organizations, but also for non-profit firms.

6) Frederick Herzbergs motivation-hygiene theory: Frederick has tried to modify Maslows need Hierarchy theory. His theory is also known as twofactor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfiers for employees at work. In- trinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his theory on the question: What do people want from their jobs? He asked people to describe in detail, such situations when they felt exceptionally good or exceptionally bad. From the responses that he received, he concluded that opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He states that presence of certain factors in the organization is natural and the presence of the same does not lead to motivation. However, their non-presence leads to demotivation. In similar manner there are certain factors, the absence of which causes no dissatisfaction, but their presence has motivational impact.

Examples of Hygiene factors are: Security, status, relationship with subordinates, personal life, salary, working conditions, relationship with supervisor and company policy and administration. Examples of Motivational factors are: Growth prospects, job advancement, responsibility, challenges, recognition and achievements.

7) Contributions of Elton Mayo:

The work of Elton Mayo is famously known as Hawthorne Experiments. He conducted behavioral experiments at the Hawthorne Works of the American Western Electric Company in

Chicago. He made some illumination experiments, introduced breaks in between the work performance and also introduced refreshments during the pauses. On the basis of this he drew the conclusions that motivation was a very complex subject. It was not only about pay, work condition and morale but also included psychological and social factors. Although this research has been criticized from many angles, the central conclusions drawn were:

People are motivated by more than pay and conditions. The need for recognition and a sense of belonging are very important. Attitudes towards work are strongly influenced by the group.

8) Vrooms Valence x Expectancy theory: The most widely accepted explanations of motivation have been propounded by Victor Vroom. His theory is commonly known as expectancy theory. The theory argues that the strength of a tendency to act in a specific way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual to make this simple, expectancy theory says that an employee can be motivated to perform better when there is a belief that the better performance will lead to good performance appraisal and that this shall result into realization of personal goal in form of some reward. Therefore an employee is: Motivation = Valence x Expectancy. The theory focuses on three things:

Efforts and performance relationship Performance and reward relationship Rewards and personal goal relationship

This leads us to a conclusion that:

9) The Porter and Lawler Model: Lyman W. Porter and Edward E. Lawler developed a more complete version of motivation depending upon expectancy theory.

Actual performance in a job is primarily determined by the effort spent. But it is also affected by the persons ability to do the job and also by individuals perception of what the required task is. So performance is the responsible factor that leads to intrinsic as well as extrinsic rewards. These

rewards, along with the equity of individual leads to satisfaction. Hence, satisfaction of the individual depends upon the fairness of the reward.

10) Clayton Alderfers ERG Theory: Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model named ERG i.e. Existence Relatedness Growth. According to him there are 3 groups of core needs as mentioned above. The existence group is concerned mainly with providing basic material existence. The second group is the individuals need to maintain interpersonal relationship with other members in the group. The final group is the intrinsic desire to grow and develop personally. The major conclusions of this theory are: 1. In an individual, more than one need may be operative at the same time. 2. If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies. 3. It also contains the frustration-regression dimension.

11) McClellands Theory of Needs: David McClelland has developed a theory on three types of motivating needs: 1. Need for Power 2. Need for Affiliation 3. Need for Achievement Basically people for high need for power are inclined towards influence and control. They like to be at the center and are good orators. They are demanding in nature, forceful in manners and ambitious in life. They can be motivated to perform if they are given key positions or power positions.

In the second category are the people who are social in nature. They try to affiliate themselves with individuals and groups. They are driven by love and faith. They like to build a friendly environment around themselves. Social recognition and affiliation with others provides them motivation. People in the third area are driven by the challenge of success and the fear of failure. Their need for achievement is moderate and they set for themselves moderately difficult tasks. They are analytical in nature and take calculated risks. Such people are motivated to perform when they see atleast some chances of success. McClelland observed that with the advancement in hierarchy the need for power and achievement increased rather than Affiliation. He also observed that people who were at the top, later ceased to be motivated by this drives.

12) Equity Theory: As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs. People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. Accordingly:

If people feel that they are not equally rewarded they either reduce the quantity or quality of work or migrate to some other organization. However, if people perceive that they are rewarded higher, they may be motivated to work harder.

TO SUM UP;

All the popular motivation theories have their flaws and detractors, but they do give us an insight into some of the mechanisms at work in day-to-day organisational life. A number of key messages ring true: firstly, people are not automatons and their reasons for behaving in a certain way are more complex than just money or laziness. Secondly, different people are motivated differently there is no such thing as a simple, all-encompassing solution. Thirdly, it's important to get the work environment right if you want to get the most from people; and finally, managing perceptions and expectations is very important if you want to help people get the most from their work.

NEED FOR THIS STUDY:

Motivation is a basic psychological process which is a paramount importance to organization behavior and HRD processes. In this modern and high-tech era of advancements, the expectations of individuals and the organizations have reached to a very high level. Organizations have shown their care, concern and interest not only towards improvements and growth of the organization alone but also towards the improvement of each individual participant through various HRD programs. The investigator thus desires to assess the motivation level of the employees of such organization with high technology, having their own HRD Departments into operation. The aim is to study and suggest possible ways for the mitigation of any such problems that may be hindering the desired smooth functioning of the organization. The investigator is not only confident, rather he knows that organization under study is convinced and committed to the concept and philosophy of HRD and hence has its own exclusive well established HRD Department into operation. Since the inception/beginning this organization has expanded and grown at the great rate. The capacity utilization is >100%. The organization is happy and satisfied that its efforts made it achieve its goals.

We should know the level of motivation what it is today and where we stand. Then by looking back wherefrom we originally started, we can get the ways and means to further improve the motivation levels of individuals in the interest of human values and the organization as a whole. In the past most of the studies on motivation have been carried out with a view to link them up with organizational variables like productivity, satisfaction etc. But hardly any studies have been made on motivation with a view to promoting growth and development after ascertaining the motivation potential of higher level personnel in organizations, with a strong commitment to promoting growth and development through Human Resource Development. Hence is the need for present study.

CHAPTER XXX RESEARCH METHODOLOGY

Introduction;

The core and the central aim of the Internship report was sustain reliability of the study. The objectives of the study, the methodology and the technique that has been incorporated guides towards results through the collection of relevant data, measurement of effectiveness and analysis of data as witnessed herein.

Objective of the study;

i. To understand the dynamics of behavior of people working in an organization.
ii. To try to answer the question- what motivates the worker or manager in an organization.

iii. To get engaged in the practical experience of the Human Capitals integration with the work environment. iv. To recommend develop a model towards HRH effectiveness. v. To enhance my HR professional understanding through experiential learning. vi. To measure employees satisfaction level. vii. To improve overall satisfaction and retention.

Scope of the Study;

The internship report is limited to HRH Group private ltd, as I laid physical and psychological study efforts within its precincts.

Limitation of the study;

Most of the top and middle level manager were busy, thus little they could discuss. Language was a limit to some of the employees. Only half of the total questionnaire supplied was received.

Universe; Sample Size;

All the five departments are taken for the purpose of the study. The questionnaires were constructed to accommodate the status quo etiquette on some information needed from different levels. The sample size of the workers is 20, which was divided into two parts.

SAMPLING METHOD;
Simple Random Sampling Method was used. This method gave flexibility as most of the respondents promised to help with the required information during their break hours.

METHODOLOGY OF THE STUDY;

The research design framed for analytical study evidences that both primary and secondary sources of data should be used. Emphasis is made to qualitatively and quantitatively collect and inference the data through analysis by use of tables, charts and Graphs, then finally giving the possible suggestions. Data gathering and consolidation is done during six weeks of internship engagement from 10 th July 2009 to 25th august 2009.

Tools and techniques of data collection are as below, a) Primary Technique- This one involved the following; Questionnaire Observation Discussions

b) Secondary Technique- This involves the following; Books Web sites Magazines and Journals Previous project reports. Newspapers Articles published and unpublished Eternal mewar reports and published company materials

Questionnaire; The questionnaire was designed generally. This intends to study the motivational aspects at various levels in the organization. i.e. what actually motivate managers and what motivates subordinates. Respondents were asked to rank what people want from their jobs. Individually, they were asked to rank from a list, which amongst 10 items listed is felt to be of most importance in contributing to morale. (Rank from 1-10) It was also intended to know the motivation level within the organization. Respondents were asked to score each of the 12 statements given using the scale provided. It was also intended to track changes in employees satisfaction.

The open ended question allows the contribution of unlimited ideas and comments from the respondents. suggestions were welcomed from the respondents.

CHAPTER X DATA ANALYSIS AND ITERPRETATION EMPLOYEES QUESTIONNAIRE ANALYSIS;

A. Require the answers in Rank from 1-10. below is the classification and data inference of
the questions. The total respondents were 19 in number.

Individual Factors
________ ________ ________

Group Factors
________ ________ ________

What do people want from their jobs? Promotion in the Company Tactful Discipline Job Security

________ ________ ________ ________ ________ ________ ________

________ ________ ________ ________ ________ ________ ________

Help with Personal Problems Personal Loyalty of Supervisor High Wages Full Appreciation of Work Done Good Working Conditions Feeling of Being In on Things Interesting Work

For the purpose of analysis of the present study, the employees questionnaire part A has been divided into ten parts according to what mostly contributes to morale. EMPLOYEES VIEWS TOWARS VAROIUS WANTS