Professional Documents
Culture Documents
Employee Motivation in It Sector
Employee Motivation in It Sector
ON
“A STUDY ON EMPLOYEE
MOTIVATION IN IT SECTOR”
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS
FOR THE AWARD OF THE DEGREE OF
POST GRADUATE DIPLOMA IN MANAGEMENT
SUBMITTED BY:
KASHISH SHARMA
in the partial fulfilment of the requirement for the award of the Degree of
PGDM from Delhi School Of Business, New Delhi under my guidance and
direction. to the best of my knowledge and belief the data and information
----------------------------------
(Professor)
ii
STUDENT UNDERTAKING
This is to certify that I Kashish Sharma had completed the Project titled “A Study
on Employee Motivation in IT Sector” in under the guidance of Mr. Sanjay
Chaudhary in the partial fulfilment of the requirement for the award of degree of
PGDM from Delhi School of Business, New Delhi.
This is an original piece of work and I had neither copied nor submitted it earlier
elsewhere.
Student Signature
iii
ACKNOWLEDGEMENT
Also, I am very grateful to my entire faculty guide for his kind support & guidance for
the accomplishment of this project work.
Signature
iv
TABLE OF CONTENTS
MOTIVATION
3.3 EMPLOYEE MOTIVATION 15
3.4 IMPORTANCE OF EMPLOYEE 15
MOTIVATION
3.5 OBJECTIVES OF EMPLOYEE 17
MOTIVATION
3.6 DETERMINANTS OF EMPLOYEE 17
MOTIVATION
3.7 THEORIES OF MOTIVATION 19
3.8 FINANCIAL AND NON-FINANCIAL 37
INCENTIVES
v
CHAPTER 4 ANALYSIS AND INTERPRETATION OF 39-52
DATA
BIBLIOGRAPHY 58-59
ANNEXURES 60-64
vi
CHAPTER-1
INTRODUCTION
1
INTRODUCTION
action and continues him in the course of action already initiated.” Motivation refers
to the way a person is enthused at work to intensify his desire and willingness to use
moves a person into action and continues him in the course of action enthusiastically.
The role of motivation is to develop and intensify the desire in every member of the
In the words of Dalton E. McFarland, “Motivation refers to the way in which urges,
drives, desires, aspirations, strivings or needs direct, control or explain the behaviour
of human beings.” Motivation has close relationship with the behaviour of human
beings. It explains how and why human behaviour is caused. McFarland considers the
terms used in his definition in a general sense “as forms of tension occurring within
tension. Understanding the needs and drives and their resulting tensions helps to
explain and predict human behaviour, ultimately providing a sound basis for
managerial decision and action.” Thus, motivation is a term which applies to the
2
Needs
Tension
Goals Behaviour
(motives)
Frustration
As shown in fig 1.1, the unsatisfied needs of a person are the starting point in the
motivation process. The unsatisfied need results in tension within the individual and
motivates him to search for the ways to relieve this tension. He develops certain goals
for himself. If he is successful in achieving his goals, certain other needs will engage
3
1.2 NATURE OF MOTIVATION:
observed directly; we can observe an individual’s actions and then interpret his
their motivation even though they are performing the same type of job. For
example, if two men are engaged in cutting stones for constructing a temple, one
may be motivated by the amount of wages he gets and the other by the
needs.
(iv) Dynamic Process: Needs and motives of an individual change from time to time,
even though he may continue to behave in the same way. For example, a
When made permanent, he may continue to produce more, this time to get a
promotion.
satisfied.
4
1.3 OBJECTIVES OF THE STUDY:
The project study will be based upon the information gathered through primary
sources as well as through secondary sources. The questionnaire will be used to do the
primary research while the secondary sources include case studies, articles, journals
and blogs. Primary data has been collected from the respondents of different IT
sector and the sample size has been restricted to 40 respondents. For collecting
primary data, I have been using “Survey monkey” software. The collected responses
have been analysed on Microsoft Excel by using algebraic tools like summation and
percentage. The pie-charts and graphs has been drawn on the basis of the responses
collected. Secondary data has been gathered by case studies and articles on employee
My research study has been putting more emphasis on exploratory and descriptive
research methods.
5
CHAPTER - 2
IT SECTOR IN INDIA
6
IT SECTOR IN INDIA
a knowledge economy due to its IT and ITES sector. The IT–ITES industry has two
in the service sector in India has been led by the IT–ITES sector, contributing
substantially to increase in GDP, employment, and exports. The sector has increased
FY2012, where export and domestic revenue stood at US$69.1 billion and US$31.7
billion respectively, growing by over 9%. The major cities that account for about
nearly 90% of this sectors exports are Bangalore, Hyderabad, Chennai, Delhi,
the leading IT exporter. Export dominate the IT–ITES industry and constitute about
77% of the total industry revenue. Though the IT–ITES sector is export driven, the
domestic market is also significant with a robust revenue growth. The industry’s share
of total Indian exports (merchandise plus services) increased from less than 4% in
This sector has also led to massive employment generation. The industry continues to
providing direct employment to about 2.8 million, and indirectly employing 8.9
7
India's growing stature in the Information Age enabled it to form close ties with both
companies. As a result, hiring has dropped sharply, and employees are looking at
industries, which have been growing phenomenally over the last few years. India's IT
Services industry was born in Mumbai in 1967 with the establishment of Tata Group
Indian IT Exports. India's second and third largest software companies are head-
Mumbai too has its share of IT companies that are India's first and largest,
Naukri, Jobs pert etc. are head-quartered in Mumbai. And these IT and dot com
companies are ruling the roost of Mumbai's relatively high octane industry
of Information Technology.
Gemini will soon have more staff in India than it does in its home market
field of science and technology. A joint EU-India group of scholars was formed on 23
November 2001 to further promote joint research and development. India holds
8
Table 1.1: Big Four IT Services Company
HCL
$4.3 billion 85,335 2012 Noida
Technologies
Ran
City Description
k
The National Capital Region comprising Delhi, Gurgaon and Noida are
5 Delhi
clusters of software development.
9
CHAPTER - 3
DESCRIPTIVE STUDY OF
EMPLOYEE MOTIVATION
3.1 Definition of Motivation
3.2 Need and Significance of Motivation
3.3 Employee Motivation
3.4 Importance of Employee Motivation
3.5 Objectives of Employee Motivation
3.6 Determinants of Employee Motivation
3.7 Theories of Motivation
3.8 Financial and Non-financial Incentives
10
11
DESCRIPTIVE STUDY OF EMPLOYEE MOTIVATION
intrinsic and
extrinsic.
12
3.2 NEED AND SIGNIFICANCE OF MOTIVATION:
The following results may be expected if the employees are properly motivated:
(i) The workforce has been better satisfied if management provides them with
opportunities to fulfil their physiological and psychological needs. The
workers will cooperate voluntarily with the management and will contribute
their maximum towards the goals of the enterprise.
(ii) Workers will tend to be as efficient as possible by improving upon their skills
and knowledge so that they are able to contribute to the progress of the
organisation. This will also result in increased productivity.
(iii) The rate of labour turnover and absenteeism among the workers has been low.
(iv) There have been good human relations in the organisation as friction among
the workers themselves and between the workers and the management will
decrease.
(v) The number of complaints and grievances will come down. Accident rate has
been low.
13
Employee Motivation is an effective instrument in the hands of the management in
inspiring the work force .It is the major task of every manager to motivate his
subordinate or to create the will to work among the subordinates .It should also be
remembered that the worker may be immensely capable of doing some work, nothing
can be achieved if he is not willing to work .creation of a will to work is motivation in
simple but true sense of term.
In order to motivate workers to work for the organizational goals, the managers must
determine the motives or needs of the workers and provide an environment in which
appropriate incentives are available for their satisfaction .If the management is
successful in doing so; it will also be successful in increasing the willingness of the
workers to work. This will increase efficiency and effectiveness of the organization.
There will be better utilization of resources and workers abilities and capacities.
14
Motivation can influence the output of your business and concerns both quantity and
quality. Any business relies heavily on the efficiency of your production staff to make
sure that products are manufactured in numbers that meet demand for the week. If
these employees lack the motivation to produce completed products to meet the
demand, then business will face a problem leading to disastrous consequences.
Employees are the greatest assets of any business and no matter how efficient
technology and equipment maybe it is no match for the effectiveness and efficiency of
the staff.
Motivation involves getting the members of the group to pull weight effectively, to
give their loyalty to the group, to carry out properly the purpose of the organization.
The following results may be expected if the employees are properly motivated.
1. The workforce will be better satisfied if the management provides them with
opportunities to fulfill their physiological and psychological needs. The
workers will cooperate voluntarily with the management and will contribute
their maximum towards the goals of the enterprise.
3. The rates of labor’s turnover and absenteeism among the workers will be low.
4. There will be good human relations in the organization as friction among the
workers themselves and between the workers and the management will
decrease.
5. The number of complaints and grievances will come down. Accident will also
be low.
15
The purpose of motivation is to create condition in which people are willing to
work with zeal, initiative. Interest, and enthusiasm, with a high personal and
group moral satisfaction with a sense of responsibility.
One can even buy a measured number of skilled muscular motions per hour or
day.
16
INDIVIDUAL
FORCES
INFLUENCING
HUMAN
BEHAVIOR
ENVIRONMENT ORGNIZATION
1. Forces operating within the individual: Human needs are both numerous
and complex. Some of the needs cannot be described and identified because
people hide their real needs under the cover of socially accepted behavior.
Further, each person is different, and a variety of items may prove to be
motivating, depending upon the needs of the individual, the situation the
individual is in and what rewards the individual expects for the work done. It
is the duty of the manager to match individual needs and expectations to the
type of rewards available in the job setting.
3. Forces operating in the environment: A worker does not live in two separate
worlds, one side the factory and the other outside it. The troubles and
pleasures of off-the-job life cannot be put aside when reporting for work in the
morning, nor can factory matters be dropped when returning home after work.
17
Culture, norms, customs, images and attributes accorded by society to jobs,
professions and occupations and the worker’s home life- all play a strong
motivational role. The factors such as social status and social acceptance play
an important role in shaping the motivations of people.
Management can do its job effectively only through motivating people to work for the
accomplishment of organisational objectives. But according to authors like
McGregor, Maslow, Herzberg and Vroom, it is difficult to understand motivation
without considering what people want and expect from their work. Maslow’s theory is
considered an important theory of motivation because it highlights the needs of the
people.
HERZBERG'S MOTIVATION-
HYGIENE MODEL
McCLELLAND'S THEORY
EQUITY MODEL
OUCHI'S THEORY Z
18
A. MASLOW’S NEED HIREARCHY MODEL
(i) Basic Physiological Needs: The needs that are taken as the starting point for
motivation theory are the so-called physiological needs. These needs relate to the
survival and maintenance of human life. They include such things as food,
clothing, shelter, air, water and other necessities of life.
19
(ii) Safety and Security Needs: After satisfying the physiological needs, people want
the assurance of maintaining a given economical level. They want job security,
personal bodily security, security of source of income, provision for old age,
insurance against risks, etc.
(iii) Social Needs: Man is social being. He is, therefore, interested in conversation,
sociability, exchange of feelings and grievances, companionship, recognition,
belongingness, etc.
(iv) Esteem and Status Needs: These needs embrace such things as self-confidence,
independence, achievement, competence, knowledge, and success. They are also
known as egoistic needs. They are concerned with prestige and status of the
individual.
(v) Self-fulfilment Needs: The final step under the need priority model is the need for
self-fulfilment or the need to fulfil what a person considers to be his mission in
life. It involves realising one’s potentialities for continues self-development and
for being creative in the broadest sense of the word. After his other needs are
fulfilled, a man has the desire for personal achievement. He wants to do
something which is challenging and since this challenge gives him enough dash
and initiative to work, it is beneficial to him in particular and to the society in
general. The sense of achievement gives him psychological satisfaction.
Maslow proposed that the needs have a definite sequence of domination. Second need
does not dominate until first need is reasonably satisfied and third need does not
dominate until first two needs have been reasonably satisfied and so on. The other
side of the need hierarchy is that man is wanting animal, he continues to want
something or the other. He is never fully satisfied. If one need is satisfied, the other
need arises. As said above need arise in a certain order of preference and not
randomly. Thus, if one’s lower level needs are unsatisfied; he can be motivated only
by satisfying his lower level needs and not his upper level needs. Another point to
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note is that once a need or a certain order of needs is satisfied, it ceases to be a
motivating factor.
The two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-
factor theory) states that there are certain factors in the workplace that cause job
satisfaction, while a separate set of factors cause dissatisfaction. It was developed by
Frederick Herzberg, a psychologist, who theorized that job satisfaction and job
dissatisfaction act independently of each other.
Two-factor theory fundamentals: Attitudes and their connection with industrial mental
health are related to Maslow's theory of motivation. His findings have had a
considerable theoretical, as well as a practical, influence on attitudes toward
administration. According to Herzberg, individuals are not content with the
satisfaction of lower order needs at work, for example, those associated with
minimum salary levels or safe and pleasant working conditions. Rather, individuals
look for the gratification of higher-level psychological needs having to do with
achievement, recognition, responsibility, advancement, and the nature of the work
itself. So far, this appears to parallel Maslow's theory of a need hierarchy. However,
Herzberg added a new dimension to this theory by proposing a two-factor model of
motivation, based on the notion that the presence of one set of job characteristics or
incentives lead to worker satisfaction at work, while another and separate set of job
characteristics lead to dissatisfaction at work. Thus, satisfaction and dissatisfaction are
not on a continuum with one increasing as the other diminishes but are independent
phenomena. This theory suggests that to improve job attitudes and productivity,
administrators must recognize and attend to both sets of characteristics and not
assume that an increase in satisfaction leads to decrease in unpleasurable
dissatisfaction.
21
Pittsburgh area. From analyzing these interviews, he found that job characteristics
related to what an individual does — that is, to the nature of the work he performs —
apparently have the capacity to gratify such needs as achievement, competency,
status, personal worth, and self-realization, thus making him happy and satisfied.
However, the absence of such gratifying job characteristics does not appear to lead to
unhappiness and dissatisfaction. Instead, dissatisfaction results from unfavourable
assessments of such job-related factors as company policies, supervision, technical
problems, salary, interpersonal relations on the job, and working conditions. Thus, if
management wishes to increase satisfaction on the job, it should be concerned with
the nature of the work itself — the opportunities it presents for gaining status,
assuming responsibility, and for achieving self-realization. If, on the other hand,
management wishes to reduce dissatisfaction, then it must focus on the job
environment — policies, procedures, supervision, and working conditions. If
management is equally concerned with both, (as is usually the case), then managers
must give attention to both sets of job factors.
Hygiene factors (e.g. status, job security, salary, fringe benefits, work
conditions) that do not give positive satisfaction, though dissatisfaction results
from their absence. These are extrinsic to the work itself, and include aspects
such as company policies, supervisory practices, or wages/salary.
22
as movement, but if you perform a work related action because you want to then that
is classed as motivation.
Unlike Maslow, who offered little data to support his ideas, Herzberg and others have
presented considerable empirical evidence to confirm the motivation-hygiene theory,
although their work has been criticized on methodological grounds.
As shown in fig.3.4 Maslow’s physiological; security and social needs come under
Herzberg’s maintenance factors whereas self-fulfilment under motivating factors. It
may further be noted that a part of esteem need comes under maintenance factors and
another under motivational factors. The esteem needs are divided because there are
some distinct differences between status per se and recognition. Status tends to be a
function of the position one occupies. This position may be gained through family ties
or social pressures and so this may not reflect personal achievement or earned
recognition. Recognition is gained through competence and achievement. It is earned
and granted by others. That is why, status is classified with physiological, safety and
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social needs as a hygiene factors, while recognition is classified with esteem as a
motivator.
Self-fulfilment Herzberg
Model
Esteem
Social Maslow
Model
Safety
Physiological
4. Motivational Factor Any need can be a motivator Only higher order needs
if it is relatively unsatisfied. serve as motivators.
24
workers. motivational problems of
higher-level professional
employees.
C. McClelland’s THEORY:
(i) Need for Power (n Pow): The need for power is expressed as a desire to influence
others. In relation to Maslow’s hierarchy, power would fall somewhere between
the needs for esteem and self-actualisation. People with a need for power tend to
exhibit behaviours such as out-spookiness, forcefulness, willingness to engage in
confrontation, and a tendency to stand by their original position. They often are
persuasive speakers and demand a great deal from others. Management often
attracts people with a need for power because of the many opportunities it offers to
exercise and increase power. Managers who are motivated by the need for power
are not necessarily “power hungry” in the sense in which the expression is often
used.
(ii) Need for Achievement (nAch): The need for achievement would fall between
those for esteem and self-actualisation. This need is satisfied not by the
manifestations of success, which confer status, but with the process of carrying
work to its successful completion.
Individuals with a high need for achievement generally will take moderate risks,
like situations in which they can take personal responsibility for finding solutions
to problems and want concrete feedback on their performance. As McClelland
points out, “No matter how high a person’s need to achieve may be, he cannot
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succeed if he has no opportunities, if the organisation keeps him away from taking
initiative, or does not reward him if he does.” Thus, if management wishes to
motivate individuals operating on the achievement level, it should assign them
tasks that involve a moderate degree of risk of failure, delegate to them enough
authority, to take initiative in completing their tasks, and give them periodic,
specific feedback on their performance.
26
instrumental in obtaining promotion (second level outcome). The value of
instrumentality also ranges from 0 to1 as it is the probability of achieving the desired
outcome.
A worker may exhibit a poor behaviour or low level of motivation due to:
(ii) Individuals make conscious decision about their behaviour in the organisation.
(iv) Individuals decide between alternate behaviours on the basis of their expectations
that a given behaviour would lead to a desired outcome.
Porter and Lawler applied their model to study the behaviour of managers and
concluded that there exists a complex relationship between job attitudes and job
performance. This model encounters some of the simplistic traditional assumptions
about the positive relationship between satisfaction and performance. “The emphasis
in expectancy theory on rationality and expectations seems to us to describe best the
kinds of cognition that influence managerial performance. We assume that managers
operate on the basis of some sort of expectancies which although based upon previous
experience are forward- oriented in a way that does not seem to be easily handled by
the concept of habit strength.”
The various elements of Porter and Lawler’s model as depicted in figure 3.5 are
discussed below:
27
Fig. 3.5 Various elements of Porter and Lawler’s model
Value of Reward or valence: The outcome of a particular behaviour (i.e., effort put
by an individual), has a specific valence (or motivating power or value) for each
individual. For instance, the possibility of promotion may have a high valence for
individuals who like higher responsibilities and may have a low value for individuals
who don’t want to accept higher responsibilities. Thus, valence is determined by the
concerned individual and is not an objective quality of the outcome itself.
28
Rewards: Performance may lead to two kinds of rewards, namely, intrinsic rewards
such as sense of self actualisation and extrinsic rewards such as working conditions
and status. The intrinsic rewards are much more likely to produce attitudes about
satisfaction that are related to performance. Moreover, the perceived equitable
rewards vitally affect the performance- satisfaction relationship. They reflect the fair
level of rewards that the individual feels should be given for a particular level of
performance.
Satisfaction: The extent to which actual rewards fall short, meet or exceed the
individual’s perceived level of equitable rewards determines the degree of
satisfaction. If actual rewards meet or exceed perceived equitable rewards, the
individual will feel satisfied and if these are less than equitable rewards, the individual
will feel dissatisfied.
E. EQUITY THEORY:
Equity theory proposes that individuals who perceive themselves as either under-
rewarded or over-rewarded will experience distress, and that this distress leads to
efforts to restore equity within the relationship. It focuses on determining whether the
distribution of resources is fair to both relational partners. Equity is measured by
comparing the ratios of contributions and benefits of each person within the
relationship. Partners do not have to receive equal benefits (such as receiving the
same amount of love, care, and financial security) or make equal contributions (such
as investing the same amount of effort, time, and financial resources), as long as the
29
ratio between these benefits and contributions is similar. Much like other prevalent
theories of motivation, such as Maslow’s hierarchy of needs, equity theory
acknowledges that subtle and variable individual factors affect each person’s
assessment and perception of their relationship with their relational partners.
According to Adams, anger is induced by underpayment inequity and guilt is induced
with overpayment equity. Payment whether hourly wage or salary, is the main
concern and therefore the cause of equity or inequity in most cases.
In any position, an employee wants to feel that their contributions and work
performance are being rewarded with their pay. If an employee feels underpaid then it
will result in the employee feeling hostile towards the organization and perhaps their
co-workers, which may result in the employee not performing well at work anymore.
It is the subtle variables that also play an important role in the feeling of equity. Just
the idea of recognition for the job performance and the mere act of thanking the
employee will cause a feeling of satisfaction and therefore help the employee feel
worthwhile and have better outcomes.
Definition of equity:
An individual will consider that he is treated fairly if he perceives the ratio of his
inputs to his outcomes to be equivalent to those around him. Thus, all else being
equal, it would be acceptable for a more senior colleague to receive higher
compensation, since the value of his experience (and input) is higher. The way people
base their experience with satisfaction for their job is to make comparisons with
themselves to people they work with. If an employee notices that another person is
getting more recognition and rewards for their contributions, even when both have
done the same amount and quality of work, it would persuade the employee to be
dissatisfied. This dissatisfaction would result in the employee feeling
underappreciated and perhaps worthless. This is in direct contrast with the idea of
equity theory, the idea is to have the rewards (outcomes) be directly related with the
quality and quantity of the employee’s contributions (inputs). If both employees were
perhaps rewarded the same, it would help the workforce realize that the organization
is fair, observant, and appreciative.
30
If the ratios are in balance, the individual experiences positive feelings of equity,
fairness and justice.
Inputs:
Inputs are defined as each participant’s contributions to the relational exchange and
are viewed as entitling him/her to rewards or costs. The inputs that a participant
contributes to a relationship can be either assets – entitling him/her to rewards – or
liabilities - entitling him/her to costs. The entitlements to rewards or costs ascribed to
each input vary depending on the relational setting. In industrial settings, assets such
as capital and manual labour are seen as "relevant inputs" – inputs that legitimately
entitle the contributor to rewards. In social settings, assets such as physical beauty and
kindness are generally seen as assets entitling the possessor to social rewards. Inputs
typically include any of the following: Time, Effort, Loyalty, Hard Work,
Commitment, Ability, Adaptability, Flexibility, Tolerance, Determination,
Enthusiasm, and Personal sacrifice, Trust in superiors, Support from co-workers and
colleagues and Skill.
Outcomes:
Outputs are defined as the positive and negative consequences that an individual
perceives a participant has incurred as a consequence of his/her relationship with
another. When the ratio of inputs to outcomes is close, then the employee should have
much satisfaction with their job. Outputs can be both tangible and intangible. Typical
outcomes include any of the following: Job security, Salary, Employee benefit,
Expenses, Reputation, Responsibility, Sense of achievement, Praise and Thanks
Propositions:
31
1. Individuals seek to maximize their outcomes (where outcomes are defined as
rewards minus costs).
Theory X and Theory Y are theories of human motivation created and developed
by Douglas McGregor at the MIT Sloan School of Management in the 1960s that
have been used in human resource management and organisational behaviour,
organisational communication and organisational development. They describe two
contrasting models of workforce motivation.
Theory X and Theory Y have to do with the perception’s managers hold on their
employees, not the way they generally behave. It is attitude not attributes.
Theory X:
In this theory, which has been proven counter effective in most modern practice,
management assumes employees are inherently lazy and will avoid work if they can
32
and that they inherently dislike work. As a result of this, management believes that
workers need to be closely supervised and comprehensive systems of controls
developed. A hierarchical structure is needed with narrow span of control at each and
every level. According to this theory, employees will show little ambition without an
enticing incentive program and will avoid responsibility whenever they can.
According to Michael J. Papa, if the organizational goals are to be met, theory X
managers rely heavily on threat and coercion to gain their employees' compliance.
Beliefs of this theory lead to mistrust, highly restrictive supervision, and a punitive
atmosphere. The Theory X manager tends to believe that everything must end in
blaming someone. He or she thinks all prospective employees are only out for
themselves. Usually these managers feel the sole purpose of the employee's interest in
the job is money. They will blame the person first in most situations, without
questioning whether it may be the system, policy, or lack of training that deserves the
blame. A Theory X manager believes that his or her employees do not really want to
work, that they would rather avoid responsibility and that it is the manager's job to
structure the work and energize the employee. One major flaw of this management
style is it is much more likely to cause diseconomies of scale in large business
Theory Y:
33
organization. This would include managers communicating openly with subordinates,
minimizing the difference between superior-subordinate relationships, creating a
comfortable environment in which subordinates can develop and use their abilities.
This climate would be sharing of decision making so that subordinates have say in
decisions that influence them.
G. OUCHI’S THEORY Z:
Japanese Management:
(ii) Emphasis on Group: Japanese relish life in groups. By focussing on the group
instead of the individual, Japanese companies are able to get best out of their
employees in terms of both quantity and quality. Japanese management emphasizes
the permanence of the group. The employees are appointed with the understanding
that they are joining for life-pay and incentives for workers depend partly on the
financial performance of the group. Group cohesiveness is supported by company
songs, recitations of the company creed, and other activities.
34
(iii) Concerns for Employees: American organisations tend to view people as tools to
fill slots that have specific job descriptions. In Japan, however, the permanence
of the group forces managers to place more emphasis on people than on the
system. This emphasis on human relations can be seen in careful recruitment
practices, a concern for the whole employee, harmonious resolution of conflict,
etc. The companies provide housing facilities, welfare facilities and counselling
services to their employees.
(v) Role of Top Management: Managers are generalists and they operate as social and
symbolic leaders. Their role is that of facilitator and not of decision-makers. In
other words, group decision-making is encouraged. The managers do not follow
specialised career paths as is the case with the American managers.
Features of Theory Z:
35
3.8 FINANCIAL AND NON-FINANCIAL INCENTIVES:
1. To increase productivity,
7. To get the maximum of their capabilities so that they are exploited and utilized
maximally.
36
Non-monetary incentives- Besides the monetary incentives, there are certain
non-financial incentives which can satisfy the ego and self- actualization needs
of employees. The incentives which cannot be measured in terms of money are
under the category of “Non- monetary incentives”. Whenever a manager has to
satisfy the psychological needs of the subordinates, he makes use of non-
financial incentives.
INFOSYS:
Infosys provide Talent edge’s career planning business process which make
In this, it assesses and ranks workers, records job preferences, creates career
Infosys has formed the best practice compensation and incentives policies for
their employees.
TCS:
TCS has adopted some strategies for employee motivation. These are-
37
CHAPTER - 4
ANALYSIS
AND
INTERPRETATION
38
ANALYSIS AND INTERPRETATION OF DATA
The primary data is collected through the questionnaire and results are analyzed on
the Excel.
Pie-Charts and Graphs are made on the basis of the results obtained through Excel.
Results of Excel
Q1) Are you satisfied with the support from the HR department?
Fig. 4.1
INTERPRETATION:
50% of the employees are satisfied with the support they are getting from HR
department. While 17.5% are neutral about the support from HR department. Thus,
the bar-graph depicts most of the employees are satisfied with the support they are
39
Q2) The organization provides you opportunity to define short-term goals for
yourself?
Fig. 4.2
INTERPRETATION:
As can be seen by the above column-chart 35% of the respondents answered that the
30%answered that organization always give them opportunity to define their short-
term goals. 8% answered that they have no idea and can’t say anything. Thus, it
shows that the organisation gives opportunity to employees in defining their short-
term goals and thus do not just provide them goals without their consent.
40
Q3) Does your organization provide opportunities for learning and development?
Fig. 4.3
INTERPRETATION:
opportunities for learning and development. 22.5% answered that they are always
15%answered that the organisation hardly gives them opportunity for learning and
development. As can be seen from the above chart most of the organisations in IT
41
Q4) Does ‘Performance Appraisal’ motivates you to perform better?
Fig. 4.4
INTERPRETATION:
perform better at their work place. While, 27.5% answered performance appraisal
sometimes motivates them to perform better. Thus, the above pie-chart depicts that
42
Q5) Does the organizational reward system motivate you to achieve organizational
objectives?
Fig. 4.5
INTERPREATATION:
25%of the respondents answered that the ‘reward system’ of the organisation always
While, 27.5% of the respondents answered that they are not sure whether reward
not. Thus, the above cylindrical chart depicts that reward system of the organisation
43
Q6) Do Career Opportunities in your organization motivate you at work place?
Fig. 4.6
INTERPRETATION:
45% of the respondents answered that the ‘Career Opportunities’ in the organisation
motivates them. 20% answered that not always but sometimes career opportunities at
work place helps in motivating them. 12.5% answered career opportunities hardly
ever motivate them. While, rest 20% answered that they do not know whether career
opportunities in the organisation motivate them or not. Thus, from the above pie-chart
motivating employees.
44
Q7) Does your workplace provide you with conducive environment to perform better
Fig. 4.7
INTERPRETATION:
45% of the respondents answered that ‘Conducive environment’ at work place always
helps in motivating the employees. 27.5% of the respondents answered that conducive
45
Q8 Would you have higher motivation if you could see a correlation between the work you
Fig. 4.8
INTERPRETATION:
32.5% of the employees answered that they will always have a higher motivation if
they see a correlation between the work they perform and the result they are
motivation if they find any kind of correlation between the work they perform and the
result they are expecting. Thus, above chart reveals that there must be a correlation
46
Q9) Does your organization provides you clarity on your Objectives and associated
rewards?
Fig. 4.9
INTERPRETATION:
40% of the respondents answered that organisation sometimes provides clarity to the
employees about the objectives and the reward associated with it. 22.5% of the
respondents answered that the organisation always provides them clarity about the
objectives and the reward associated with it. While, 30% of the respondents answered
they do not know whether organisation provides them with clarity or not. Thus, from
the above chart we can conclude that the organisations most of the times provides
47
Q10) What type of incentives motivate you more?
Fig. 4.10
INTERPRETATION:
52.5% of the respondents answered that incentives in the form of money motivates
motivates them more. While, rest 30% answered that both types of incentives help in
motivating them. Thus, from the above area-chart it can be concluded that monetary
48
Q11) Do you think that the, top management is interested in motivating the employees?
Fig. 4.11
INTERPRETATION:
49
35.9% of the respondents answered that the top management is always interested in
motivating employees. 28.2% of the employees answered that the top management is
that they can’t say whether top management is interested in motivating the employees
interested in motivating them. Rest 2.6% answered that top management is never
interested in motivating them. Thus, the above bar-graph depicts that top management
Q12) Rate your level of satisfaction with the work culture of the organisation.
Fig. 4.12
INTERPRETATION:
50
65% of the respondents answered that they are satisfied with the work culture of the
organisation. 10% of the respondents answered that they are highly satisfied with the
work culture of the organisation. 15% of the respondents are neutral i.e. they are
neither satisfied nor dissatisfied with the work culture of the organisation. 2.5% of the
respondents are dissatisfied with the work culture of the organisation. While, 7.5%
answered that they are highly dissatisfied with the work culture of the organisation.
Thus, the above pie-chart reveals that employees are satisfied with the work culture of
the organisation.
Q13) Arrange the following factors in order of their role as motivational factors (1:
important).
40.00
37.50 37.50
35.00
30.00
25.00
20.00
15.00
12.50
10.00
10.00
5.00
2.50
0.00
self actualisation esteem or status application or security or safety physicological
acceptance needs
Fig. 4.13
51
INTERPRETATION:
When respondents were asked to rate the factors that motivates them the most, 37.5%
ranked ‘Esteem or Status’ and Self Actualisation as no.1, ‘Security and safety’ as 2nd,
‘Acceptance or Application’ as 3rd, ‘Physiology Needs’ as 4th. Thus, from the above
graph it can be seen that people give priority to their Self Actualisation and Esteem or
CHAPTER - 5
FINDINGS, CONCLUSIONS
AND SUGGESTIONS
5.1 Findings
5.2 Conclusions
5.3 Suggestions
52
53
FINDINGS, CONCLUSIONS AND SUGGESTIONS
5.1 FINDINGS:
50% of the employees are satisfied with the support they are getting from HR
department.
short-term goals.
40% of the respondents answered that the reward system of the organisation
37% of the respondents agreed that there must be a correlation between the
40% of the respondents agreed that organisation sometimes provide clarity to the
employees about the objectives and the reward associated with it.
Most of the employees get motivated by monetary incentives rather than non-
monetary incentives.
54
Top management is not much interested in motivating the employees.
65% of the respondents are satisfied by the work culture of the organisation.
5.2 CONCLUSIONS:
It is perceived that
development.
A good correlation between the employee’s work and the result expected by
Monetary incentives help a lot in motivating people and as a result help them
Esteem or status with self Actualisation are much important than any other
kind of needs.
55
Some of the conclusions based on the case study of Siemens are:
employees.
5.3 SUGGESTIONS:
Clarity on the objectives and reward associated with it must be provided to the
56
BIBLIOGRAPHY
57
BIBLIOGRAPHY
Websites:
http://www.studymode.com/essays/Three-Strategies-Adopted-By-Tcs-
760037.html
http://www.infosys.com/talentedge/offerings/career-
planning/Pages/index.aspx
http://omkasi.files.wordpress.com/2011/12/tcs-project-report1.pdf
http://en.wikipedia.org/wiki/Motivation
http://www.academiaresearch.com/filecache/instr/a/_/665402_a_review_of_e
mployee_motivation_theories_and_their_implications.pdf
http://www.the-no-sugar-coach.com/employee-motivation-definition.html
BOOKS:
58
ANNEXURES
59
QUESTIONNAIRE
2.) Gender
3.) Age
( ) 18-25 ( ) 26-30
( ) 31-40 ( ) Above 40
5.) Are you satisfied with the support from the HR department?
( ) Highly satisfied
( ) Satisfied
( ) Neutral
( ) Dissatisfied
( ) Highly dissatisfied
60
6.) The organization provides you opportunity to define short-term goals for yourself?
1 2 3 4 5
Always Sometimes Can’t ‘Say Hardly Ever Never
7.) Does your organization provide opportunities for learning and development?
1 2 3 4 5
Always Sometimes Can’t ‘Say Hardly Ever Never
1 2 3 4 5
Always Sometimes Can’t ‘Say Hardly Ever Never
9.) Does the organizational reward system motivate you to achieve organizational?
Objectives?
1 2 3 4 5
Always Sometimes Can’t ‘Say Hardly Ever Never
1 2 3 4 5
Always Sometimes Can’t’ Say Hardly Ever Never
61
11.) Does your workplace provide you with conducive environment to perform better
1 2 3 4 5
Always Sometimes Can’t ‘Say Hardly Ever Never
12.) Would you have higher motivation if you could see a correlation between the
1 2 3 4 5
Always Sometimes Can’t ‘Say Hardly Ever Never
13.) Does your organization provide you clarity on you Objectives and associated
rewards?
1 2 3 4 5
Always Sometimes Can’t ‘Say Hardly Ever
Never
1 2 3
Monetary Non-Monetary Both
15.) Do you think that the top management is interested in motivating the employees?
1 2 3 4 5
Always Sometimes Can’t ‘Say Hardly Ever Never
16.) Rate your level of satisfaction with the work culture of the organisation.
1 2 3 4 5
62
Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
17.) Arrange the following factors in order of their role as motivational factors (1:
important).
I Self Actualization
ii Esteem or Status
iv Security or Safety
v Physiological Needs
63