TRAINING REPORT ON

MOTIVATIONAL TECHNIQUES IMPLEMENTED

IN

GLAXOSMITHKLINE LIMITED, Nabha (Punjab)

AND THEIR EFFECTS ON EMPLOYEES

in partial fulfillment of the requirement for the award of

Master of Business Administration (MBA)

UNDER THE GUIDANCE OF:Mr. C.S. SharmaManager (HR)GSK, Nabha

SUBMITTED BY:Nirbhai SinghRoll No: 9105

MBA 3rd Semester

MATA GUJRI COLLEGE, FATEHGARH SAHIB

1

ACKNOWLEDGEMENT

2

ACKNOWLEDGEMENT

No serious and lasting achievement or success one ever achieves without the

friendly guidance and co-operation of so many people involved in the particular task. I

would like to express my deep sense of gratitude to all those who helped me in framing

of the project.

To begin with, I express my profound sense of gratitude and indebtedness

to Mr. C.S. Sharma, Manager (HR) GSK, Nabha and Mrs. Shivani Bector, Asst.

Professor, Mata Gujri College, Fatehgarh Sahib who have generously given me the

chance to work under her guidance. There able guidance, constant encouragement

and inspiration were instrumental in the completion of this project.

I would also like to convey my special thanks to all the employees at

GlaxoSmithKline ltd. who at every step provided me the necessary inputs, motivation

and guidance, without which it’s hard to imagine the successful completion of this

project report.

Nirbhai SinghRoll No. 9105

MBA 3rd Semester

3

PREFACE

4

PREFACE

This project report pertains to the making of a project report for MBA curriculum.

The purpose of this project is to make the students have thorough knowledge of the topics given

to them. I learned a lot from the hard work I put in to collect information regarding the same,

which would be of great use in my near future as a professional.

Justification cannot be done to whatever I have learn t within a few pages but I have still tried

my best to cover as much as possible about “A study on motivational techniques implemented

GlaxoSmithKline (Punjab) and their effects on employees” in this report.

Being students of Post Graduate Diploma in Management, we need to be aware of the

organization internal environment.

TABLE OF CONTENTS

5

Chapter content PAGE NO.acknowledgement prefaceexecutive summary

1. 1.1 Introduction to gsk india.1.2 introduction to gsk nabha

2. 2.1profile of the company2.2 historical background2.3 about the working of nabha plant 2.4 departmental overview

3. 3.1 organisational chart3.2 management of the company

4. Introduction to the titleemployee motivation and techniques

5. Theories5.1 need achievement theory 5.2 abrahman maslow need theory5.3 theory ‘X’ and theory ‘y’ 5.4 fredrick hezberg motivation theory5.5 clayton alderfer’s theory 5.6 equity theory

6. Techniques of motivation 7. objectives8. Research methodology

8.1 type of research 8.2 mode of data collection 8.3 smapling design 8.4 statistical tools

9. limitations10. Data interpretation & analysis11. findings12. conclusion13. Suggestion14 Bibliography

14.1 books & journals14.2 internet sources

15 Annexure

6

EXECUTIVE SUMMARY

7

THE EXECUTIVE SUMMARY

PROJECT UNDERTAKEN BY ME

The project studied by me in organization was “A study on motivational techniques

implemented GlaxoSmithKline (Punjab) and their effects on employees” It helps to

encourages the human problems to be brought out and gives an opportunity to the employees to

understand motivational techniques. Management can learn what the workers think about the

policies. It is essential for every organization for their current environment and which will

remain in demand in future as it helps in maintaining good management relations and

promoting efficiency through employee motivational techniques towards the efficiency of the

organisation.

HOW IT WAS UNDERTAKEN

A survey was conducted by me among the employees related to organization. An

appointment was fixed with the managers (officials) and employees of the company in which

their view point was studied, certain questions were asked regarding the Motivational

Techniques.; what activities are to be included by the company in regard to these benefits;; to

what extent it effects the level of satisfaction and how far it is beneficial for the company.

There views helped me a lot to practically understand my project.

8

INTRODUCTION

9

1.1 INTRODUCTION TO GSK INDIA

Established in the year 1924 in India GlaxoSmithKline Pharmaceuticals Ltd. (GSK Rx India) is one of the oldest pharmaceuticals company and employs over 3500 people. Globally, we are a £ 28.4 billion, leading, research-based healthcare and pharmaceutical company. In India, we are one of the market leaders with a turnover of Rs. 2080 crore and a share of 5.1%*. At GSK, our mission is to improve the quality of life by enabling people to do more, feel better and live longer. This mission drives us to make a real difference to the lives of millions of people with our commitment to effective healthcare solutions.

The GSK India product portfolio includes prescription medicines and vaccines. Our prescription medicines range across therapeutic areas such as anti-infective, dermatology, gynecology, diabetes, oncology, cardiovascular disease and respiratory diseases. The company is the market leader in most of the therapeutic categories in which it operates. GSK also offers a range of vaccines, for the prevention of hepatitis A, hepatitis B, invasive disease caused by H, influenza, chickenpox, diphtheria, pertussis, tetanus, rotavirus, cervical cancer and others.

With opportunities in India opening up, GSK India is aligning itself with the parent company in areas such as clinical trials, clinical data management, global pack management, sourcing raw material and support for business processes including analytics.

GSK's best-in-class field force, backed by a nation-wide network of stockists, ensures that the Company's products are readily available across the nation. GSK has two manufacturing units in India, located at Nashik and Thane as well as a clinical development centre in Bangalore. The state of art plant at Nashik makes formulations while bulk drugs and the active pharmaceutical ingredients are manufactured at Thane.

10

Being a leader brings responsibility towards the communities in which we operate. At GSK, we have a Corporate Social Responsibility program that works towards fulfilling basic healthcare, education and other developmental needs of the underserved population. With this dedication and commitment, we believe that the world will be better, healthier and happier.

GSK is committed to developing new and effective healthcare solutions. The values on which the group was founded have always inspired growth and will continue to do so in times to come.

11

GSK India

In India, GSK is one of the market leaders with a turnover of Rs. 2080 crore and a share of 5.1 percent [source: IMS Indian Purchase Audit (IIPA), Dec MAT 2010]

GSK leads in several therapeutic segments - dermatology, anti-helmentics, hormones [source: IIPA,Dec MAT 2010]

GSK has 7 products in the top 50 brands, and the top five GSK products are Augmentin, Calpol, Ceftum, Phexin, and Betnesol [source: IIPA, Dec MAT 2010]

GSK's vaccines division is ranked first in a fast-growing vaccines market. Some leading products in India are Havrix, Varilrix, Rotarix, Hiberix and Cervarix [source: Vaccines audit Dec MAT 2010]

GSK India's R&D centres at Thane and Nashik have been granted recognition by the Department of Scientific and Industrial Research, Government of India

The number of clinical studies conducted in India is rapidly growing across a range of therapy areas

GSK India's social responsibility programmes focus on development of under developed villages, women, children and aged, specifically in the areas of healthcare and education

12

1.2. INTRODUCTION ABOUT GSK, NABHA

Performance of employees and successful fulfilling of all objectives of the company

depends on many factors.One of this factors is motivation.But what does it mean motivation ?

It is difficult enough to define it because it is something that can`t be seen and exactly

measured.We can just observe it in the changes of human behavior.

There are many definitions of motivation but all have common fact that motivation is

psychological process influenting internal motives which direct behaviour of a person and

force him to activity with intention to reach some objectives.

An Employee with motivation works better than one without it.  It is also known that

people are ready to work hard if they see that their work is rewarded.Managers therefore must

know how to motivate their employees in order to complete task and achieve goals of the

company.

Since motivation influences productivity, supervisors need to understand what motivates

employees to reach peak performance. It is not an easy task to increase employee motivation

because employees respond in different ways to their jobs and their organization's practices.

Motivation is the set of processes that moves a person toward a goal. Thus, motivated behaviors

are voluntary choices controlled by the individual employee. The supervisor (motivator) wants to

influence the factors that motivate employees to higher levels of productivity.

Factors that affect work motivation include individual differences, job characteristics, and

organizational practices. Individual differences are the personal needs, values, and attitudes,

interests and abilities that people bring to their jobs. Job characteristics are the aspects of the

position that determine its limitations and challenges. Organizational practices are the rules,

human resources policies, managerial practices, and rewards systems of an organization.

Supervisors must consider how these factors interact to affect employee job performance.

13

PROFILE OF THE

COMPANY

14

2.1. PROFILE OF THE COMPANY

GSK is an associate of GlaxoSmithKline plc. of the U.K, a global science based healthcare

company. GSK has continually benefited from the technical and marketing inputs that have been

available as a consequence of this association. GSK is the largest player in the health food drinks

industry. The Company with its manufacturing plants located in Nabha, Rajahmundry and

Sonepat has a total workforce of about 2700 people.

GSK has a strong marketing and distribution network in India comprising

over 2,200 wholesalers and direct coverage of over 5,15,000 retail outlets. Its flagship product,

Horlicks, is a widely regarded and highly respected brand for over 100 years

2.2 HISTORICAL BACKGROUNDGlaxoSmithKline consumer healthcare Ltd. is a pharmaceutical and healthcare company born out

of the merger of two leading international organisations SmithKline Beecham and Glaxo. Its

mission is “ To improve the quality of human life by enabling people to do more , feel better and

live longer ˮ.

THE YEAR 1955 : Horlicks a milk product manufactured by Horlicks Ltd. slough , England

was being imported , bottled and sold in India.

Due to import policy import stopped.

THE YEAR 1956-57: A team from the organisation visited to explore the possibilities of setting

up a plant with the support of Maharaja of Nabha, his highness PARTAP SINGH , and a plant

was set up at Nabha.

THE YEAR 1958 : On May 31,1958 His highness Pratap Singh laid the foundation stone of the

company at Nabha.

THE YEAR 1960 : On 24th March 1960, the factory went into production.

THE YEAR 1969 : Horlicks Group disposed off their holding in India and U.K.to “

BEECHAM GROUP OF INDUSTRIES ˮ Which is multinational and owns more than 200

countries engaged in manufacturing of Brylcream , Haircream , Eno fruit salt, Macleans ,

Toothpaste , etc.

Immediately after taking over the management , Beecham Group shifted its head office from

Nabha to Delhi.

15

THE YEAR 1979 : Beecham India (Pvt.) Mumbai merged with Hindustan Milkfood

Manufactures ltd . and the name was changed to H.M.M. Ltd Beecham Group Plc.

THE YEAR 1991 : SmithKline U.S.A merged on September 16, 1991 to form SmithKline

Beecham Consumer Brands ,Plc .with its registered office in U.K.

H.M.M became a part of SmithKline Beecham Consumer Brands, one of the three sectors of

SmithKline Beecham and its name was changed to SmithKline Consumer Brands.

THE YEAR 1994 : The name was changed to SmithKline Consumer Healthcare Ltd. to reasset

the company’s promise of providing Healthcare to consumers.

The company decided to do away with its toiletry products and sold its brands like Brylcream

and Silvikrin to Sara Lee.

THE YEAR 2000 : the company acquired MALTOVA and VIVA brands of nutritional from

Jagjit Industries Ltd.

A merger took place between SmithKline Beecham and Glaxo and a new company Glaxo

SmithKline (GSK) was formed on 27-12-2000

THE YEAR 2004 : the Bank of Punjab has tied up with the company for facilitating finance on

attractive terms to its milk suppliers.

The company started packing Horlicks in ½ Kg and 1Kg pouches. Packing machines were

imported and installed. As the main market for sale of Horlicks was in the South and West India ,

need was felt for the sale of Horlicks in small units of the country. Therefore packing station was

opened at different places. At present Horlicks is dispatched from Nabha in bulk quantity to the

following packing stations :

Chennai

Hyderabad

16

SmithKline Beecham

Merger

GlaxoSmithKline

Glaxo

Balabgarh

Mangaldo (Assam)

The main warehouse is located at Gaziabad. The marketing of the company’s product is done

through various region sales Offices (RSO) situated at :

North Delhi

West Mumbai

East Kolkata

South Chennai

The company has established a new plant in Sonepat with a capital layout of Rs.246.69 crores.

This plant is fully automatic using Spray Dry Technology. This plant has the State of Art Plant

and machinery , and is the biggest Spray Drying plant in Asia with European GMP and safety

standards.

THE YEAR 2005: GlaxoSmithKline is a leading research-based pharmaceutical company with

a turnover of £21.7 billion in 2005, making prescription medicines, vaccines, over-the-counter

medicines, and consumer healthcare products.  They have operations in 119 countries, employ

100,000 people globally with 19,000 based in the UK across 21 locations

THE YEAR 2006: company delivered a strong financial performance in 2006. Turnover of

£23.2 billion is an increase of 9 per cent at constant exchange rates

THE YEAR 2007: The Best Blue Chip for 2007: GlaxoSmithKline. A blue-chip stock is a large

company that has a stable source of revenues in good times or bad, and whose business outlook

is fairly predictable over the long run.

17

2.3ABOUT THE WORKING OF THE NABHA PLANT At Nabha as the production expended more requirements of the staff and workmen was

felt. There were no problems of requirement of labour. 50% of workmen were made permanent

and casuals were enrolled as per requirement. The union of workmen came into existence after

few years of inception. The plant at present employees a work force varying from 1500 to 2000

out of which approximately 1115 are permanent.

There is a staff and management of about 172 persons. There is a wage agreement for 3

years. The workers also get one weekly rest. The plant runs 365 days a years in 3 shifts daily

which work from 5.15am to 1.15pm, 1.15pm to 9.15pm and 9.15pm to 5.15am.. the office opens

6 days a week.

GMS – India Human Resources Page 21

Schedule

SHI FTS IN OUT

3rd Shift

2nd Shift

Morning Shift

General

10.00 pm

2.00 pm

6.00 am

8.45am

6.00 am

10.00 pm

2.00pm

5.30pm

18

PRODUCTS MANUFACTURED IN GSK NABHA FACTORY

1. Horlicks

Vanilla Horlicks

Horlicks Lite

Horlicks Elaichi

2. Junior Horlicks

Junior Horlicks Chocolate

3. Boost Malt Drink

Boost ChocoBlast

4. Mother’s Horlicks

5. Gopika Ghee

2.4 DEPARTMENTAL OVERVIEW

The various departments in GSK Ltd. Nabha are:

1. Manufacturing Department

2. Engineering Department

3. Quality Assurance Department.

4. Warehouse Supply Chain Management

5. Procurement Department

6. Finance Department & IT

7. Human Resources and Administration Department.

8. Environment, Health and Safety Department (EHS)

9. Operational Excellence

10.Research & Development

19

Pictorial View of HRA Department

Fig: HR & A Department and Parts

20

HR & ADEPARTMENT

TIME OFFICE

CANTEEN HEALTH CENTRE

QUALITYASSURANCE

MANUFACTURING

PROCUREMENT

ENGINEERING

WAREHOUSESUPPLY CHAINMANAGEMENT

HR & A

FINANCE&

I.T.

ENVIORNMENT HEALTH & SAFETY

OPERATIONAL EXCELLENCE

TIME OFFICE:

Time Office is the part of the HR & A Department. Time Office keeps the record related

to the attendance of every staff members, permanent & temporary workers, management

trainees, summer trainees etc. The attendance of every employee, worker and trainees is taken by

a punch card. It also keeps the record of every vehicle which comes in and goes out from the

factory.

If any visitor or vendor comes into the factory firstly he reports to time office, where

they issue him a Visitor card and a slip.

On the slip it is mentioned that in which department the person wants to visit and name

of the employee to which he wants to meet. Time is also mentioned on the slip that when the

visitor comes in and goes out from the factory site.

HEALTH CENTRE :

In health centre, medical reports of every staff members and workers are maintained. Every staff

member is examined medically on his birthday and workers are examined regularly after 3 or 6

months. Different injections are given to them for their protection. Health centre is opened 24

hours and ambulance is roaming in the site. There are 3 pharmacists and 2 Doctors. Health centre

and every instrument is properly sterilized.

CANTEEN:

There is one canteen in which food is prepared in steam cookers and supplied to all the dinning

halls. There are 2 dinning halls for workers and 2 for staff members which are in GMP area and

Non-GMP area. All the halls are properly cleaned with hygienic conditions.

There is different time schedule for workers in every working shift. The menu is display on the

canteen notice board which is decided by canteen head and the menu is changed every week.

During any training program which is organized in Nabha site and the participates are coming

from outside than special menu is decided.

21

SITESBesides a factory in Nabha GSK has another factory in Rajahmundhry (A.P). and Sonipat

(Haryana) the packing stations are at :

Guahati (Assam)

Ballabgarh (Haryana)

Kompally (A.P)

The main warehouses is situated at GHAZIABAD

The marketing of the company’s products is done through the various Regional sales office

(RSO) situated at :

Delhi (North)

Bombay (West)

Kolkata (East)

Chennai (South)

The company has its head office in Gurgaon. Bulk-malted food manufactured in Nabha is

dispatched to different packing stations in drums for packing in units container or gazzeted

pouches (GPs).

BUSINESS STATIONS

The company started packing Horlicks in ½ Kg and 1kg pouches. Packing machines was

imported and installed. The main market for sale of Horlicks was in the South and East India,

need was felt for the sale of Horlicks in small units of the country. Therefore, different stations

were opened at different places. At present Horlicks is dispatched from Nabha in bulk quantity

to the following packing stations:

BALLABGARH

MANGALDOI (ASSAM)

KOMPALLY

BADDI (HIMACHAL PRADESH)

HAMIRA

PARSON

The marketing of the company's products is done through various Regional Sales Offices (RSO)

situated at:

22

NORTH (NEW DELHI OFFICE)

WEST (MUMBAI OFFICE)

EAST (KOLKATA OFFICE)

SOUTH (CHENNAI OFFICE)

The company has its head office in Gurgaon. Bulk-malted food manufactured in Nabha is

dispatched to different packing stations in drums for packing in unit’s container or gusseted

pouches (GPs).

23

3. ORGANISATION CHART

24

General Manager

Secretary

Finance Procurement

R & D Quality

Production

EHS

WSM HR & A OE Engineering

ERLEGAL

CANTEEN & HEALTH

RECRUITMENTT&D, OD

Canteen Health Security

Wages & SalaryAdministration

3.1 MANAGEMENT

Company is managed by the Board of Directors and the Corporate Executive Team.

The Board is comprised of five executive and 11 non-executive directors who are responsible

for our corporate governance and ultimately accountable for our activities, strategy and

performance.

The Chief Executive Officer (CEO) is responsible for the management of the business and is

assisted by the Corporate Executive Team that manages our activities. Each member is

responsible for a specific part of the business and reports to the CEO

MANAGING DIRECTOR: Zubair Ahmed

OPERATIONS DIRECTORS: Praveen K. Gupta

FINANCE & IT DIRECTOR: Gautam K. Chakraborty

HR &A DIRECTOR: Arun Sehgal

HEAD CORPORATE COMMUNICATION: Shiraj Chakraborty

R & D DIRECTOR: Pradeep K Chaudhary

25

REGISTERED OFFICE: Patiala Road Nabha 147201 (Punjab)

HEAD OFFICE: DLF Plaza TowerDLF city phase-1 Gurgaon 122002 (Haryana)

COMPANY WEBSITE ADDRESS: www.gsk-ch.in

STATUS: Multinational Company from

U.K.

QUALITY STATUS: OHSAS-18001ISO9000:2000ICO 14001:2004

26

EMPLOYEE MOTIVATION & its

TECHNIQUES

27

4. EMPLOYEE MOTIVATION AND TECHNIQUES

If you have built castles in the air, your work need not be lost. That is where they should be.

Now put the foundation under them.

-- Henry David Thoreau

The power and ability to succeed is in all of us - all it takes is the motivation to get something

happening. Because unless you take action, your dreams of success will remain just that -

dreams.

MOTIVATION The word motivation is coined from the Latin word "movere", which means to move. Motivation

is defined as an internal drive that activates behavior and gives it direction. The term motivation

theory is concerned with the processes that describe why and how human behavior is activated

and directed. It is regarded as one of the most important areas of study in the field of

organizational behavior. There are two different categories of motivation theories such as content

theories, and process theories. Even though there are different motivation theories, none of them

are universally accepted.

there are 3 components of motivation:

●   direction – what a person is trying to do

●   effort – how hard a person is trying

●   persistence – how long a person keeps on trying

Furthermore, literature distinguishes 2 types of factors that influence motivation:

28

●   intrinsic – self generated factors (responsibility, freedom to act, scope to use and develop

skills and abilities, interesting and challenging work, opportunities for advancement) – they

have a deeper and longer-term effect

●   extrinsic - what is done for people to motivate them (rewards, promotion, punishment) –

they have an immediate and powerful effect, but won’t necessarily last long

Motivational Concepts

Reward and Reinforcement

A reward is that which follows an occurrence of a specific behavior with the intention of

acknowledging the behavior in a positive way. A reward often has the intent of encouraging the

behavior to happen again.

There are two kinds of rewards, extrinsic and intrinsic. Extrinsic rewards are external to, or

outside of, the individual; for example, praise or money. Intrinsic rewards are internal to, or

within, the individual; for example, satisfaction or accomplishment.

A reinforcer is different from reward, in that reinforcement is intended to create a measured

increase in the rate of a desirable behavior following the addition of something to the

environment.

Coercion

The most obvious form of motivation is coercion, where the avoidance of pain or other negative

consequences has an immediate effect. Extreme use of coercion is considered slavery.. Self-

coercion is rarely substantially negative (typically only negative in the sense that it avoids a

positive, such as undergoing an expensive dinner or a period of relaxation), however it is

interesting in that it illustrates how lower levels of motivation may be sometimes tweaked to

satisfy higher ones.

Self control

The self-control of motivation is increasingly understood as a subset of emotional intelligence; a

person may be highly intelligent according to a more conservative definition (as measured by

many intelligence tests), yet unmotivated to dedicate this intelligence to certain tasks

29

Drives and desires can be described as a deficiency or need that activates behaviour that is

aimed at a goal or an incentive. These are thought to originate within the individual and may not

require external stimuli to encourage the behaviour. Basic drives could be sparked by

deficiencies such as hunger, which motivates a person to seek food; whereas more subtle drives

might be the desire for praise and approval, which motivates a person to behave in a manner

pleasing to others.

5. THEORIES OF MOTIVATIONNo single theory can account for all aspects of biological motivation, but each of the major

approaches contributes something to our understanding of motivation, so we need to understand

their strengths and weaknesses.

5.1Need Achievement Theory

David McClelland’s achievement motivation theory envisages that a person has need for three

things but people differ in degree in which the various needs influence their behavior: Need for

achievement, Need for power, and Need for affiliation

5.2Abraham Maslow’s “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.

30

As per his theory this 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 :

31

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 one’s potential and self-fulfillment. It is to

maximize one’s potential and to accomplish something.

As each of these needs are 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.

Maslow’s need theory has received wide recognition, particularly among practicing managers.

This can be attributed to the theory’s intuitive logic and ease of understanding. However,

research does not validate these theory. Maslow provided no empirical evidence and other

several studies that sought to validate the theory found no support for it.

5.3 “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 manager’s 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.

32

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.

33

5.4Frederick Herzberg’s motivation-hygiene theory

Frederick has tried to modify Maslow’s need Hierarchy theory. His theory is also known as two-

factor 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

nonpresence leads to demotivation. In similar manner there are certain factors, the absence of

which causes no dissatisfaction, but their presence has motivational impact.

34

5.5Clayton Alderfer’s 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.

5.6 Equity Theory

35

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.

6. TECHNIQUES FOR MOTIVATING

36

Motivation. It’s probably one of the hardest things to keep and maintain when studying for a

computer certification - particularly when trying to juggle the demands of everyday life. Some

of these certifications can be long and arduous, and trying to find the time and the inclination

to keep hitting the books can tax even the most determined person. But motivation can also be

one of the most powerful tools that you have at your disposal. If you are determined to

succeed, chances are you will.

Motivation in the work environment has changed.  Change has become the norm.  Also the

motivation level of employees has changed.  This can lead to increased dissatisfaction and

decreased productivity.

Here are techniques for motivating your employees to succeed during chaos:

1.     Take Care of the Little Things to Motivate Others

Doing the little things well will show that your respect your employees.  Making sure you are

on time for meetings, saying “good morning” and “thank-you,” and returning phone calls and

e-mails in a timely manner goes a long way to showing your employees that you care during

chaotic times.

2.     Be an Active Listener to Motivate Others

Recent research stated that the average supervisor or manager only invests two hours per year

applying “pure listening” skills.  Pure listening is when you are listening to your employee you

are not:

         Multitasking         Ordering your lunch         Watching people walk by your office.         Answering telephone calls         Setting up appointments

To be a pure listener you must be an active listener.  Good managers do more than pay

attention.  They genuinely care about people and never talk down to them.  They ask their

employees about their goals and dreams, their past achievement, their concerns and challenges

during this chaotic time.  They listen with their hearts and minds.  They respect the employee’s

thoughts and opinions.  They realize that the employees sometimes have the best answer for

achieving more through chaos.

37

3.     Walk Your Talk to Motivate Others

If you expect your employees to arrive early, then you arrive early.  If you expect your

employees to keep their promises, you keep your promises.  If you want your employees to

keep to high standards, you keep to high standards.

Your employees are watching you even when you don’t think they are watching you.  So set

the tone.  Once you walk through the doors of your organization make sure you are positive

and upbeat if you expect your employees to be positive and upbeat.

4.     Let People Know They Make a Difference to Motivate Others

At the top of many lists of what motivates employees, more than money, is knowing that they

make a difference at work.  One of the most powerful methods of letting your employees know

they make is difference is…praise.  The praise should relate to how the employee helps

achieve the overall mission of the organization.

5.     Communicate Clearly to Motivate Others

Communicate so that others understand what you want to achieve.  Adapt your communication

to the audience you are speaking.  Constantly communicate your vision and goals so that there

are no misunderstandings.  The clearer the vision, the clearer the communication, the clearer

the opportunity for success.

6.     Help Employees Succeed to Motivate Others

People go to work to succeed, not fail.  It is your job to understand your employee’s strengths

and weaknesses so that you can put them in the best position to succeed.  If, for example, you

find out that an employee is lacking in a certain skill set to succeed during a change then

provide the coaching and training to make them and your organization successful.  The best

managers minimize or eliminate their employees weaknesses and while building on their

strengths.  Remove any and all barriers to success.

7.     Focus Your Team on the Goal to Motivate Others

Focus your employees on the end result, the overall team goal.  Once you successful

communicate this your team will band together to defeat any obstacles that get in the way.

 

38

8.     Create High Standards to Motivate Others

High-performance organizations set high standards for their people.  Employees want to know

what is expected of them, how their performance is measured, and what rewards they can

expect when they exceed the standard.  Make sure the standards are consistently applied to

each employee.  Make sure each employee understands how the standards are measured so that

they know how to reach it.  As each plateau is reached, set new goals.

 

9.     Help Your Employees Compete and Win to Motivate Others

Develop goals that help all your employees excel.  Make your goals inclusive not exclusive. 

This means that everybody is working together and wins together. Have your employees

complete against the goal, not each other.

  

10.  Reward Outstanding Achievement to Motivate Others

Find ways to recognize your achievers in a public way.  The more you reward employees for

excellent achievement, the more you receive more of the same behavior.  Make sure you are

consistent with the way you contribute rewards to your employees.  Very important, make use

you communicate exactly why the employee is being rewarded.  And last, reward as soon as

possible to the action.

Some of the ways you can show recognition are:

          Idea board

         Initiative Board

         Star Spotlight

         Certificates

         Gift cards

         Say thank-you

         Lunch

Apply these motivation techniques and you will motivate others to achieve your goals

during the most challenging of times.

39

OBJECTIVES

40

7. OBJECTIVES

The current research was aimed at determining the approach regarding study on

motivational techniques implemented GlaxoSmithKline (Punjab) and their effects on employees.

The research focused on the following major issues.

Objective of the project:

1. To study the motivational techniques and its effect on the employees.

2. To know about of the recent changes which motivate employees.

3. To study the effect of monetary and non monetary benefits provided by the organization on the employee’s performance.

4. To find out the problems which stop employees performing best for company?

5. To study the effect of job promotion on employees.

6. To learn the employee’s satisfaction on the inter- personal relationship exist in the organization.

To provide the practical suggestion for the improvement of organization’s

performance

41

RESEARCH

METHODOLOGY

42

8. RESEARCH METHODOLOGY

Meaning of Research: -

Research in common manner of speaking refers to a search for knowledge.

According to Redman and Mory it is “systematized effort to gain new knowledge.” Some people

consider research as a movement from known to the unknown.

Thus, Research is an original contribution to the already existing stock of

knowledge leading to further advancement. It is the pursuit of truth with the help of study,

Observation, comparison and experiment. In short, the search for knowledge through objective

and systematic method of finding solution to a problem is research.

8.1Type of Research

The Research criteria I am following is “Descriptive Research” which involves

fact finding in nature. It includes survey and fact-finding enquiries of different kinds. The major

purpose of descriptive research is description of the state of affairs, as it exists at present.

8.2Mode of Data Collection

The study is based on both Primary and Secondary data which includes

a) Primary Data

The Primary Data has been gathered through the structured questionnaire and direct personal

43

interviews with the managers (officials) and employees.

b) Secondary Data

Secondary Data has been gathered from journals, magazines, newspapers and online material

on Motivational Techniques.

I have taken data of Organizations:-

i. Glaxosmithkline, Nabha

I have collected data from GlaxoSmithKline, Nabha. A structural questionnaire was designed in

the organisation. I have contacted some of the Manager (Officials) and Employees personally.

Some 100 responded out of all contacted. Few of the filled questionnaires were incomplete, so

were dropped off at time of analysis.

For the above said purpose i.e. to collect data, I designed a questionnaire having total of

16 numbers of statements 10 for Managers (Officials) and 6 for Employees which were designed

as open ended. Respondents were asked to opt out of given options, the final score was computed

to analyze.

8.3SAMPLING DESIGN

SAMPLE SIZE

o 100 employees from GlaxoSmithKline, Nabha

15 Managers (Officials) from GlaxoSmithKline, Nabha

SAMPLING TECHNIQUE

In this study, the respondents were chosen through convenience and random sampling.

44

SCOPE OF THE STUDY

Scope of the present study is to analyse the motivational techniques among employees,

GlaxoSmithKline, Nabha and evaluate the major problems and benefits to the employee.

8.4STATISTICAL TOOL

Data collection through survey was analyzed with the help of simple % Tabular & graphic

method that includes both bar graphs & Pie Charts.

45

LIMITATIONS

46

9. LIMITATIONS

In spite of the best efforts there are always some problems or limitations associated with

market research that cannot be removed but can be minimized only. In this survey also there could

be certain error due to these factors.

1. Small Sample Size

Our sample size is very small as compared to total customer base that means our sample size is

comparatively small in accordance with the universe, which is large enough. So deduction drawn

from the project can’t be generalized. That can’t be generalized to the whole of Glaxo Smithkline,

Nabha employees.

2. Time Constraint

Research is continuous process and is never ending activity could be inappropriate to certain

factor.

3. Non-Response Error

As this research is based upon responses provided by employees, so non-responses and some

wrong responses may play as the part of error.

4. Sampling

It is not possible to cover each and every consumer so it has been tried to cover all section of

section of employees by taking representative sample, which limit. The research is limited to small

extent.

These limitations may have effect on findings of the work but not up to large extent and thus do

not affect the findings of the work very significantly. Some of the Respondents didn’t like to

share their views and some were ignorant about the facts of the Glaxo Smithkline, Nabha

47

DATA INTERPRETATION &

ANALYSIS

48

10. DATA INTERPRETATION AND ANALYSIS

MANAGEMENT

1. What is the 'primary aim' of your company?

Table 1

Principle 12

Priorities 11

Mission 10

Graph 1

12

11

10

9

9.5

10

10.5

11

11.5

12

Principle Priorities Mission

Interpretation: According to 15 respondents (Managers and Officials) 12 of them say

Principles, 11of them say Priorities, and rest 10 of them say mission is the primary aim of the

company.

49

2. What obstacles stop employees performing to best effect?

Table 2

Work Environment 5

Home Environment 7

Practices that Zap Motivation 3

Graph 2

Home Environment

47%

Practices that Zap

Motivation20%

Work Environment

33%

Work Environment Home Environment Practices that Zap Motivation

Interpretation: According to 15 respondents (Managers and Officials) 33% says work

environment, 47% of them says Home environment and rest 20% says Practices that Zap

motivation stops employees performing to he best effect.

50

3. What really motivates your staff?

Table 3

Financial Rewards 13Status 10Praise and Acknowledgement 9Competition 7Job Security 11Public Recognition 5Fear 3Perfection 12

Graph 3

13

109

7

11

5

3

12

0

2

4

6

8

10

12

14

Financial Rewards Status Praise andAcknowledgement

Competition J ob Security Public Recognition Fear Perfection

Interpretation: According to 15 respondents (Managers and Officials) 13 of them say financial

rewards, 10 of them say status, 9 of them say Praise and acknowledgement, 7 of them say

competition, 11 of them say job security, 5 of them say public recognition,3 of them say fear and

rest 12 of them say perfection are really motivates staff to do work.

51

4. What are the main motivation techniques to be perform in the organization to motivate employees?

Table 4Make the work interesting 11Help in establishing goals 7Provide informative feedback 6Show interest in employees 9Encourage Participation 12Traditional Incentive Program 14

Graph 4

11

76

9

1214

0

2

4

6

8

10

12

14

Make the w orkinteresting

Help inestablishing

goals

Provideinformativefeedback

Show interestin employees

EncourageParticipation

TraditionalIncentiveProgram

Interpretation: According to 15 respondents (Managers and Officials) 11 of them say making

the work interesting, 7 of them say helps in establishing goals, 6 of them say providing

informative feedback, 9 of them say show interest in employees, 12 of them say by encourage

participation and rest 14 of them say traditional incentive programs are the main motivation

techniques to be perform in the organization to motivate employee.

52

5. What little things to take care to motivate others?

Table 5

On time for Meeting 9

Saying Good Morning &Thank You 11

Returning Phone Calls Timely 9

Returning E-Mails Timely 8

Graph 5

911

98

0

2

4

6

8

10

12

Outime forMeeting

Saying GoodMorning

&Thank You

ReturningPhone Calls

Timely

Returning E-Mails Timely

Interpretation: According to 15 respondents (Managers and Officials) 9 of them says on time

for meetings, 11 of them say good morning and thank you, 9 of them says returning phone calls

timely and rest 8 of them say returning e-mails timely are the little things to take care to motivate

others.

53

6. What are the patterns of motivation in your company?

Table 6

Regularity 9

Punctuality 10

Discipline 12

Graph 6

910

12

0

2

4

6

8

10

12

Regularity Punctuality Discipline

Interpretation: According to 15 respondents (Managers and Officials) 9 of them say regularity,

10 of them say punctuality, and rest 12 of them says disciplines are the patterns of motivation in

the company.

54

7. Do take care about pure listening, pure listening is when you are listening to your

employee you are not?

Table 7Multitasking 7

Order your lunch 3

Watching people walk by your office 5

Answering Telephone Calls 9

Setting up Appointment 11

Graph 7

7

35

9

11

0

2

4

6

8

10

12

Multitasking Order your lunch Watching peoplew alk by your

off ice

Answ eringTelephone Calls

Setting upAppointment

Interpretation: According to 15 respondents (Managers and Officials) 7 of them says

multitasking, 3 of them say ordering your lunch, 5 of them say watching people walk by your

office, 9 of them say answering telephone calls and rest 11 of them say setting up appointments.

55

8. What really motivate employee when you walk your talk?

Table 8

Arrive Early 11

Keep their Promise 12

Keep to high Standards 9

Be Positive and Upheat 14

Graph 8

1112

9

14

0

2

4

6

8

10

12

14

Arrive Early Keep theirPromise

Keep to highStandards

Be Positive andUpheat

Interpretation: According to 15 respondents (Managers and Officials) 11of them say arrive

early, 12 of them say keep their promises, 9 of them say keep to high standard and rest 14 of

them say be positive and up heat are really motivates employee.

56

9. How the employee helps achieve the overall mission of the organization?

Table 9Praise them 9

Communicate Clearly 8

Help employees succeed to motivate others 11

Help your employees Compete and Win to Motivate Others 12

Graph 9

98

1112

0

2

4

6

8

10

12

Praise them CommunicateClearly

Helpemployeessucceed to

motivateothers

Help youremployees

Compete andWin to

MotivateOthers

Interpretation: According to 15 respondents (Managers and Officials) 9 of them says to praise

them, 8 of them says to communicate clearly, 11 of them says to help employees succeed to

motivate others and rest 12 of them says to help your employees complete and win to motivate

others are the overall achievements to do in the organization.

57

10. What other ways you can show recognition for motivation?

Table 10Idea Board 3

Initiative Board 7

Star spotlight 5

Certificate 4

Gift Cards 9

Lunch 8 Graph 10

3

7

54

98

0

1

2

3

4

5

6

7

8

9

Idea Board InitiativeBoard

Starspotlight

Certificate Gift Cards Lunch

Interpretation: According to 15 respondents (Managers and Officials) 3 of them say by idea

board, 7 of them say by Initiative board, 5 of them say by Star spotlight, 4 of them say by

certificate, 9 of them say gift cars and rest 8 of them say by lunch are the ways by reorganization

for motivation occurs.

58

EMPLOYEE

1. Job Knowledge Motivates Working

Table 1  Poor Average Good OutstandingHas a clear understanding of the job requirements and responsibilities

0 7 42 51

Has the skills and knowledge for the job 0 11 52 37

Keeps abreast of new developments relating to this job

3 9 41 47

Demonstrates evidence of continually improving knowledge related to this job

2 13 45 40

Graph 1

0032 7

11

9

13

42

52

41

45

51

37

47

40

0

20

40

60

80

100

120

140

160

180

Poor Average Good Outstanding

Job Knowledge Motivates working

Interpretation: According to the employee response from the survey most of the employees have good and outstanding Demonstrates evidence of continually improving knowledge related to this job, Keeps abreast of new developments relating to this job, has the skills and knowledge for the job and has a clear understanding of the job requirements and responsibilities.

59

2. Planning and Problem Solving Enhance Motivation

Table 2  Poor Average Good OutstandingWorks in an organized manner 7 16 39 38Requires minimal supervision 3 13 41 43Can identify problems 11 23 36 30Reacts to problems in an appropriate timescale

9 21 42 28

Graph 2

73119

16

13

23

21

39

41

36

42

38

43

30

28

0

20

40

60

80

100

120

140

160

Poor Average Good Outstanding

Planning and Problems solving Enhance Motivation

Interpretation: According to the employee response from the survey most of the employees have good Works in an organized manner, requires minimal supervision, reacts to problems in an appropriate timescale, and can identify problems.

60

3. Productivity Leads to Motivation

Table 3  Poor Average Good Outstanding

Achieves established goals 0 19 32 49

Can multi-task between several projects

11 21 39 29

Meets productivity standards 3 17 37 43

Graph 3

0113 19

21

17

32

39

37

49

29

43

0

20

40

60

80

100

120

140

Poor Average Good Outstanding

Productivity Leads to Motivation

Interpretation: According to the employee response from the survey most of the employees have outstanding achieves established goals; can multi-task between several projects and meets productivity standards

61

4. Communication Skills Boots Motivation

Table 4  Poor Average Good Outstanding

Can express ideas effectively

14 19 36 31

Makes positive contribution to meetings

7 23 38 32

Listens carefully 3 16 41 40

Graph 4

14

73

19

23

16

36

38

41

31

32

40

0

20

40

60

80

100

120

Poor Average Good Outstanding

Communication Skills Boots Motivation

Interpretation: According to the employee response from the survey most of the employees have good makes positive contribution to meetings, can express ideas effectively and listens carefully

62

5. Team Work Creates Motivational Environment

Table 5  Poor Average Good OutstandingWorks well with others

0 21 39 40

Will demonstrate leadership when required by the group

4 28 43 25

Helps others identify problems

7 19 33 41

Helps others react to problems in appropriate timescale

9 23 42 26

Graph 5

0479

21

28

19

23

39

43

33

42

40

25

41

26

0

20

40

60

80

100

120

140

160

Poor Average Good Outstanding

Team Work Creates Motivational Environment

Interpretation: According to the employee response from the survey most of the employees have good works well with others, will demonstrate leadership when required by the group, helps others identify problems, and helps others react to problems in appropriate timescale

63

6. Management Skills Helps Motivation

Table 6  Poor Average Good OutstandingClearly communicates goals to all team members

12 27 35 26

Assumes responsibility for achieving goals/objectives

7 21 41 31

Reports progress towards reaching goals 3 19 38 40

Is an effective leader 15 23 36 26Positively motivates others to reach goals & gain skills

11 26 33 30

Graph 6

12

27

35

26

7

21

41

31

3

19

38

40

15

23

36

26

11

26

33

30

0

10

20

30

40

50

60

70

80

90

100

Clearly communicatesgoals to all team members

Assumes responsibility forachieving goals/objectives

Reports progress tow ardsreaching goals

Is an effective leader Positively motivates othersto reach goals & gain skills

Management skills Helps Motivation

64

FINDINGS

65

11. FINDINGS

MANAGEMENT

According to Managers and Officials Principles, Priorities and mission is the primary aim of

the company.

According to Managers and Officials work environment, Home environment and Practices

that Zap motivation stops employees performing to he best effect.

According to Managers and Officials financial rewards, status, Praise and acknowledgement,

competition, job security, public recognition, fear and perfection are really motivates staff to

do work.

According to Managers and Officials making the work interesting, helps in establishing

goals, providing informative feedback, show interest in employees, encourage participation

and traditional incentive programs are the main motivation techniques to be perform in the

organization to motivate employee.

According to Managers and Officials on time for meetings, say good morning and thank you,

returning phone calls timely and returning e-mails timely are the little things to take care to

motivate others.

According to Managers and Officials regularity, punctuality, and disciplines are the patterns

of motivation in the company.

According to Managers and Officials multitasking, ordering lunch, watching people walk by

your office, answering telephone calls and setting up appointments.

According to Managers and Officials arrive early, keeping their promises, keep to high

standard and be positive and up heat are really motivates employee.

66

According to Managers and Officials to praise them, to communicate clearly, to help

employees succeed to motivate others and to help your employees complete and win to

motivate others are the overall achievements to do in the organization.

According to Managers and Officials by idea board, by Initiative board, by Star spotlight, by

certificate, gift cars and by offering lunch are the ways by reorganization for motivation

occurs.

EMPLOYEES

According to the employee response from the survey most of the employees have good

and outstanding Demonstrates evidence of continually improving knowledge related to

this job, Keeps abreast of new developments relating to this job, has the skills and

knowledge for the job and has a clear understanding of the job requirements and

responsibilities.

According to the employee response from the survey most of the employees have good

Works in an organized manner, requires minimal supervision, reacts to problems in an

appropriate timescale, and can identify problems.

According to the employee response from the survey most of the employees have

outstanding achieves established goals; can multi-task between several projects and meets

productivity standards.

According to the employee response from the survey most of the employees have good

makes positive contribution to meetings, can express ideas effectively and listens

carefully.

According to the employee response from the survey most of the employees have good

works well with others, will demonstrate leadership when required by the group, helps

others identify problems, and helps others react to problems in appropriate timescale

67

CONCLUSION

68

12.CONCLUSION

In this day and age, any company that wants to get ahead is going to have to have

motivated workers. Traditional incentive programs have been based upon extrinsic motivators

such as salary and benefits. Intrinsic motivation, however, is needed in order to arouse a

person’s passion or commitment to the job. Shared vision, leadership, teamwork, training,

increased capability, and goal accomplishment are powerful motivators which can be

encouraged, embedded, or "designed in" to create a high performance culture.

"The implications are profound. If we accept the notion of intrinsic motivation, it implies that

there is a powerful potential for self-actualization within each of us. This potential, as we have

said, draws its power from our creativity, curiosity, and desire for mastery, as well as from our

need for being responsible, having a positive self-image, and enjoying teamwork. Though this

potential has often been stifled and crushed, it awaits ways or reasons to be released".

Motivation is a fairly difficult area and there are a number of theories which have been

developed to try to explain why people behave in the ways that they do and to try to predict or

guess what people actually will do, based on these theories.

Each of us has our own set of values and beliefs that we have evolved over the course of

our lives through our education, experiences and upbringing. We all have our own ideas of

what is right and what is wrong and these ideas can vary between individuals and cultures.

69

SUGGESTIONS

70

13.SUGGESTIONS

Think through why you are going to workplace and try to develop some realistic and

meaningful reasons for working.

Try to correlate your work with your occupational goals. If possible include a course

required by your major.

Try to get experience that involves work that is closely related to your chosen occupation.

Set short-term goals for yourself, for each class, each assignment, each study period.

Prepare a visual record of your progress toward each goal.

Stop thinking that you are unable to grasp an idea, for that assumption causes low

motivation. You have all the brains you will ever need, the only thing keeping you from

learning something is yourself.

Learn to take criticism in the form of grades or in the form of dialogue with a senior. Do

not be discouraged by criticism. Use it to grow by looking for the lesson in it.

Watch getting caught between the constant striving for perfection and the simply get it

done attitudes.

Constantly striving for perfection may be good, but may set you up for failure or cause

you to feel you can't be perfect so why try? Simply getting things done, which often

implies a slipshod or imperfect manner, may well set the image the professor has of you.

Managers need to provide the right organisational climate to ensure that their employees

can see that by working towards the organisational goals they are also achieving some of

their own goals.

71

BIBLIOGRAPHY

72

14.BIBLIOGRAPHY

14.1 BOOKS AND JOURNALS

Schmid, Bernhard., & Adams, Jonathan., Motivation in Project Management: The

Project Manager’s Perspective, Project Management Journal, 39 (2), 60-71. (2008).

Tom Peters and Robert H Waterman Jr - In Search Of Excellence summary,

published in 1982

David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer, The Enthusiastic

Employee, et al, 2005

Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of

experiments examining the effects of extrinsic rewards on intrinsic motivation.

Psychological Bulletin, 125, 627-668

Theresa M. Welbourne, Steven B. Andrews, and Alice O. Andrews, Back to basics:

learning about employee energy and motivation from running on my treadmill,

Reader's Digest Association; 2nd edition (March 17, 1997)

Marylene Gagne and Edward L. Deci, Self-determination theory and work

Motivation, Published online in Wiley InterScience (www.interscience.wiley.com).

DOI: 10.1002/job.322

12.2 INTERNET SOURCES

http://www.dickinson.edu/~jin/motivation.html

http://www.accel-team.com/motivation/

http://www.themanager.org/Knowledgebase/HR/Motivation.htm

http://www.salesstar.com/mondaymotivation5800.htm

http://www.cba.uri.edu/scholl/Notes/Motivation.html

http://eight2late.wordpress.com/2008/08/29/motivation-in-project-management/

73

ANNEXURE

74

15. ANNEXURE

QUESTIONNAIRE: MANAGEMENT

1. What is the 'primary aim' of your company?

A. Principle

B. Priorities

C. Mission

2. What obstacles stop employees performing to best effect?

A. Work Environment

B. Home Environment

C. Practices that Zap Motivation

3. What really motivates your staff?

A. Financial rewards

B. Status

C. Praise and acknowledgment

D. Competition

E. Job security

F. Public recognition

G. Fear

H. Perfectionism

75

4. What are the main motivation techniques to be perform in the organization to motivate

employees?

A. Make the work interesting

B. Help in establishing goals

C. Provide informative feedback

D. Show interest in employees

E. Encourage participation

f. Traditional incentive programs

5. What little things to take care to motivate others?

A. Ontime for meetings

B. Saying Good Morning & Thank You

C. Returning Phone Calls Timely

D. Returning E-mails Timely

6. Are there any recent changes in the company that motivate employees?

A. Meditation

B. Exercise Cum Relax Room

C. Treating Respect and Honesty

7. What are the patterns of motivation in your company?

A. Regularity

B. Punctuality

C. Discipline

76

8. Do take care about pure listening, pure listening is when you are listening to your employee

you are not?

A. Multitasking

B. Ordering your lunch

C. Watching people walk by your office.

D. Answering telephone calls

E. Setting up appointments

9. What really motivate employee when you walk your talk?

A. Arrive early

B. Keep their promises

C. Keep to high standards

D. Be positive and upbeat

10. How the employee helps achieve the overall mission of the organization?

A. Praise them

B. Communicate clearly

C. Help employees succeed to motivate others

D. Help Your Employees Compete and Win to Motivate Others

11. What other ways you can show recognition for motivation?

A. Idea board

B. Initiative Board

C. Star Spotlight

D. Certificates

E. Gift cards

F. Lunch

77

QUESTIONNAIRE: EMPLOYEE

1. Job Knowledge Motivates Working

2. Planning and Problem Solving Enhance Motivation

3. Productivity Leads to Motivation

4. Communication Skills Boots Motivation

78

5. Team Work Creates Motivational Environment

6. Management Skills Helps Motivation

79

HAR GAYA

80