mammu masharkhan summer project

8/8/2019 Mammu Masharkhan Summer Project

1/42

A STUDY ON EMPLOYEE MOTIVATION

AT AAI, CALICUT INTERNATIONAL AIRPORT

CALICUT INTERNATIONAL AIRPORT

Submitted by:

MAMMU MASHARKHAN.PK

Reg. No:0941157

Project work submitted to the University of HINDUSTAN in partial

fulfillment of the requirements for the award of the MBA

MASTER OF BUSINESS ADMINISTRATION (MBA)

DEPARTMENT OF MANAGEMENT STUDIES

HINDUSTAN INSTITUTE OF TECHNOLOGY AND SCIENCE

Rajiv Gandhi salai,Padur

2009-2011


2/42

DEPARTMENT OF MANAGEMENT STUDIES

HINDUSTAN INSTITUTE OF TECHNOLOGY AND SCIENCE

Rajiv Gandhi salai, Padur

CERTIFICATE

This is to certify that the Project work entitled AIRPORT EMPLOYEE

MOTIVATION IN CALICUT INTERNATIONAL AIRPORT is a

bonafied record of the work done by Mr. MAMMU MASHARKHAN.PK,

Reg No. 0941157 submitted to the department in partial fulfillment for the

requirement of MBA (Master of Business Administration).

The internal Viva is held on..and

commented as

Head of the Department. Internal Examiner


3/42

DECLARATION

I here by declare that the report submitted by me to the department ofmanagement administration, HINDUSTN INSTITUTE OF TECHNOLOGY

AND SCIENCE, in partial fulfillment of the requirement of P.G of Master of

Business Administration is a record of original work done by me. The

observations and suggestions in the report are based on information collected

by me.

Further, I declare that I have not submitted this report in full or part of

any other university or any other management institutes.

Yours truly,

MAMMU MASHARKHAN.PK


4/42

ACKNOWLEDGEMENT

At first I would like to thank almighty God for giving me power and

patience to complete the project report in a successful way.I happily record here my abiding gratitude to Dr.Shreenivasa, our beloved

Head of the MBA department,HINDUSTAN INSTITUTE OF TCHNOLOGY

AND SCIENCE.

I happily record here my abiding gratitude to Mr.RAVI, Human resource

manager ,CALICUT INTERNATIONAL AIRPORT , for providing me all

necessary facilities carrying out this project report.

I am very much thankful to DEAN-------------------------,.

My deepest sense of gratitude is to Mrs. BHATHMAPRIYA,

Lecturer,Hindustan institute of technology and science,Padur, without whose

guidance at each and every stage, this project would not have become a

reality.

I would also express my thanks to my parents, and all person who have

helped me in the successful completion of this project work

MAMMU MASHARKHAN.PK


5/42

CONTENTS

S.No PARTICULAR PAGE No

1 Industrial profile 6

2 Airport profile 8

3 Human resource department 12

4 Research problem

5 Objective and limitation of the study

6 Research methodology

7 Review of literature

8 Data analysis and interpretation

9 Findings and suggestions

10 Conclusion

11 Bibliography

12 Annexure


6/42

Industrial profile


7/42

About Airports

Ownership and Management

1. The Constitution of India refers to civil aviation as a subject in the Central List and

is therefore within the legislative competence of Parliament. The Aircraft Rules,

1937 permit airports other than Government airports to be owned by citizens of

India or companies or corporations registered and having their principal place of

business in India. Thus the legislative framework for privatization of airports

already exists. In fact, some airports are already owned by State Governments,private companies and even individuals.

2. What is needed now, in view of the worldwide thrust towards corporatization and

privatization of airports, is a strategy that permits utmost latitude in the patterns of

ownership and management of airports in the country. Thus, airports may be owned

by the Central Government, PSUs, State Governments, Urban local bodies, private

companies and individuals, as also by joint ventures involving one or more of the

above. Similarly, it would be best to keep all the options open in respect of the

management of airports or parts of airports. These could be on Build-Own-Transfer

(BOT), Build-Own-Lease-Transfer (BOLT), Build-Own-Operate (BOO), Lease-

Develop-Operate (LDO), Joint Venture, Management Contract or Wrap-around

Addition basis. In each individual case, the exact pattern could be negotiated,depending on the circumstances.

3. In the case of high-cost projects involving international hubs, Government may

seek international or bilateral cooperation with countries having the requisite

expertise and financial strength. The actual implementation of the projects would be

entrusted to consortia interested in turnkey execution on a joint venture basis.

4. Foreign equity participation in such ventures may be permitted up to 74% with

automatic approvals, and up to 100% with special permission. Such participation

could also be by foreign airport authorities.

5. It may be clarified that the normal procedures of licensing of airports by the

DGCA would continue to apply in accordance with the laid down regulations.


8/42

Airport profile

About Calicut international airport


9/42

Calicut International Airport also known as Karipur Airport, is an InternationalAirport serving the city ofKozhikode (Calicut), Kerala, India. It is a hub forAir India

Express.

The airport is located 26 km (16 mi) from the Kozhikode Railway Station and 27 km

(17 mi) from the town ofManjeri, with the closest railway station being atFeroke. It is the

12th busiest airport in India in terms ofpassenger traffic and 11th in cargo handling

Calicut Airport is one of the three international airportslocated in Kerala. Calicut airport

was given the status of international airport on 2 February 2006, thereby paving the way

for the improvement of the infrastructure there for handling international flights.The airport

is one among the three airports in India that has atable top runway(others being

Mangalore andLengpui) which creates an optical illusion that requires a very precise

approach from the pilot.

The airport was sanctioned after a long period of struggle which began in 1977 under the

leadership of freedom fighterK. P. Kesava Menon. Funds were collected from Gulf

Malayalis for its development in the 1990s when the Union Government said it did not

have funds. To raise the funds needed for airport development, the Malabar International

Airport Development Society was formed. Later major developments of facilities, such as

extension of runway from 6,000 ft (1,800 m) to 9,000 ft (2,700 m) to facilitate operation of

wide-body aircraft were carried out with loans from theHousing and Urban Development

Corporation (HUDCO). A user fee was also introduced to pay back the loans.

Since then, facilities at the airport have been greatly increased by the Airports Authority of

India. There has also been a steady increase in the volume of passenger traffic from the

airport. The Airport also has a steady increase of cargo handling
http://en.wikipedia.org/wiki/International_Airporthttp://en.wikipedia.org/wiki/International_Airporthttp://en.wikipedia.org/wiki/Kozhikodehttp://en.wikipedia.org/wiki/Kozhikodehttp://en.wikipedia.org/wiki/Calicuthttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Air_India_Expresshttp://en.wikipedia.org/wiki/Air_India_Expresshttp://en.wikipedia.org/wiki/Manjerihttp://en.wikipedia.org/wiki/Ferokehttp://en.wikipedia.org/wiki/Ferokehttp://en.wikipedia.org/wiki/International_airporthttp://en.wikipedia.org/wiki/International_airporthttp://en.wikipedia.org/wiki/Tabletop_runwayhttp://en.wikipedia.org/wiki/Tabletop_runwayhttp://en.wikipedia.org/wiki/Tabletop_runwayhttp://en.wikipedia.org/wiki/Mangalore_International_Airporthttp://en.wikipedia.org/wiki/Lengpui_Airporthttp://en.wikipedia.org/wiki/Lengpui_Airporthttp://en.wikipedia.org/wiki/K._P._Kesava_Menonhttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Wide-body_aircrafthttp://en.wikipedia.org/wiki/Housing_and_Urban_Development_Corporationhttp://en.wikipedia.org/wiki/Housing_and_Urban_Development_Corporationhttp://en.wikipedia.org/wiki/Housing_and_Urban_Development_Corporationhttp://en.wikipedia.org/wiki/User_feeshttp://en.wikipedia.org/wiki/Airports_Authority_of_Indiahttp://en.wikipedia.org/wiki/Airports_Authority_of_Indiahttp://en.wikipedia.org/wiki/International_Airporthttp://en.wikipedia.org/wiki/International_Airporthttp://en.wikipedia.org/wiki/Kozhikodehttp://en.wikipedia.org/wiki/Calicuthttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Air_India_Expresshttp://en.wikipedia.org/wiki/Air_India_Expresshttp://en.wikipedia.org/wiki/Manjerihttp://en.wikipedia.org/wiki/Ferokehttp://en.wikipedia.org/wiki/International_airporthttp://en.wikipedia.org/wiki/Tabletop_runwayhttp://en.wikipedia.org/wiki/Mangalore_International_Airporthttp://en.wikipedia.org/wiki/Lengpui_Airporthttp://en.wikipedia.org/wiki/K._P._Kesava_Menonhttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Wide-body_aircrafthttp://en.wikipedia.org/wiki/Housing_and_Urban_Development_Corporationhttp://en.wikipedia.org/wiki/Housing_and_Urban_Development_Corporationhttp://en.wikipedia.org/wiki/User_feeshttp://en.wikipedia.org/wiki/Airports_Authority_of_Indiahttp://en.wikipedia.org/wiki/Airports_Authority_of_India


10/42

Quality Policy of the airport

CALICUT INTERNATIONAL AIRPORT one of the famous airportin India. this airport is fully committed to quality in the provision and

management of airport infrastructure and services while always pursuing

optimum customer satisfaction. we also engage our business partners in

quality assurance processes for Calicut international airport to be one of the

best airports in India

This commitment equality is achieved through effective, timely and consistent

implementation of planned development and operational systems which

reflects customer and business requirements. This is underpinned by

mandatory adherence to documented procedures by our staff through

comprehensive training programs, developing personal accountability and the

provision of adequate resources according to quality assurance principles.

Continuous improvement is fundamental to sustained quality excellence and

CALICUT AIRPORT will strive to improve its facilities and services for

customers by means of structured corrective and preventative action. Service

standards have been set in relation to customer satisfaction and these are

measured at regular intervals to ensure the standards are maintained and

improved upon achieving its quality objectives, CALICUT AIRPORT will

ensure that it satisfies its customers service requirements, ISO quality

management system standard, and all legal and regulatory requirements

Infrastructure of Calicut international airports

1. In keeping with the ICAO standards and recommended practices and the

requirements of upgrading airports to the level of international and

regional hubs, detailed master plans for the development of all selected

airports will be prepared or revised by the operating agency. Such master

plans should be conceived of and executed by the best expert adviceavailable and taking futuristic requirements into account. All future


11/42

upgradation and modernization will have to be normally done in

accordance with the master plans. If there is a deviation from the master

plan, it will be approved by the Board of Directors of the operating agency

and the statutory Government agency designated for the purpose.

2. Priority will be accorded to safety, passenger facilities, aircraft andcargo handling, while deciding the allotment of funds among different

upgradation and modernization schemes.

3. Air transport serves a time-sensitive market. The surface access to

airports should therefore be efficient and city planners should keep the

airport-linked requirements constantly in view while designing surface

transport development plans. There is a special need to emphasize the

aspect of rail links with airports, in view of its near absence in India as

contrasted with other countries.

4. airport providing highly infrastructure facilities to their passengers andemployees. They providing high transport, water, proper ventilation, and

other services providing all levels in the airport

Location of the Calicut airport

Calicut International Airport also known as Karipur Airport, is an International

Airport serving the city ofKozhikode (Calicut), Kerala, India. It is a hub forAir India

Express.

The airport is located 26 km (16 mi) from the Kozhikode Railway Station and 27 km

(17 mi) from the town ofManjeri, with the closest railway station being at Feroke. It is the

12th busiest airport in India in terms of passenger traffic and 11th in cargo handling.
http://en.wikipedia.org/wiki/International_Airporthttp://en.wikipedia.org/wiki/International_Airporthttp://en.wikipedia.org/wiki/Kozhikodehttp://en.wikipedia.org/wiki/Calicuthttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Air_India_Expresshttp://en.wikipedia.org/wiki/Air_India_Expresshttp://en.wikipedia.org/wiki/Manjerihttp://en.wikipedia.org/wiki/Ferokehttp://en.wikipedia.org/wiki/International_Airporthttp://en.wikipedia.org/wiki/International_Airporthttp://en.wikipedia.org/wiki/Kozhikodehttp://en.wikipedia.org/wiki/Calicuthttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Air_India_Expresshttp://en.wikipedia.org/wiki/Air_India_Expresshttp://en.wikipedia.org/wiki/Manjerihttp://en.wikipedia.org/wiki/Feroke


12/42

Human resource department


13/42

Research problem


14/42

RESEARCH PROBLEM

Human Resource Management is a management function which recruits,

select, train and develop members for an organization. Human Resources can

be defined as the Knowledge skills, creative abilities, talents and aptitude of

an organization. As want all the values, attitudes approaches and beliefs of

the individuals involved in the affairs of the organizations.

The Indian Factories Act 1948 specifies the role of welfare officer in

industry. He is often required to act as management between workers and

management during lab our conflicts. In fact personnel management in India

is confused with welfare and lab our related activities. In the absence of any

clear demarcations of the role of welfare officers, vis--vis personnel officers

and without a specified status given to the latter, many organization, suffer

from available personnel problem. Obviously, Human Resources

Management is concerned with the people dimension in the organization.

Here I conduct a study on employee motivation in a Calicut international

airport


15/42

Objectives and limitations of the study


16/42


17/42


18/42

RESEARCH METHODLOGY

Prepare Questionnaire

And

Collect Data

Collect Necessary

Information from

employees


19/42


20/42

REVIEW OF LITERATURE

Introduction to the Subject:-

it is the one of the important factor which effect human behavior.motivation not only

effects other cognitive factors like perception and learning but also effects the total

performance of an individual in an airport.it is an important factor which encourages

employees to give their best performance and help in attaining their goals.after

hiring,traing remunerating,the employees should be motivated properly for better

performance.

Motivation means inspiring the personnel with enthusiasm to do work for the

accomplishment of the objectives un the organization.it is the important functions of a

manager.A successful manager knows that the just issuing of dierections,however well

communicated and worded,does not mean that they will be followed.he makes the proper

use of motivation to induce the personnel to work harmoniously for the achievement of

organizational objectives .the manager must understand the human behavior to provide

maximum motivation among his subordinates or employees.motivation is the action that

stimulate an individual to take a course of action which will result in the attainment of goal

or satisfaction of cirtain meterials or psychological needs of the individual himself.

Motivation is derived from the word motive which means

idea,need,emotion.so to motivate a person,need,emotion,etc of person should be

studied.there a number of factors that induces an individual for good performance to meet

his needs and emotions.thus motivation is the process of getting the needs of the people

realized to induce them to work for the accomplishment of organizational objectives.hence

motivation is nothing but act of inducement.

According to Edwin B.Flippo defines motivation is the process of

attempting to influence others to do their work through the possibility of gain reward


21/42

THEORIES OF MOTIVATION

1.Maslows need hierarchy theory

The basis of Maslow's motivation theory is that human beings are motivated by unsatisfied needs, and that

certain lower factors need to be satisfied before higher needs can be satisfied. According to Maslow, there are

general types of needs (physiological, survival, safety, love, and esteem) that must be satisfied before a

person can act unselfishly. He called these needs "deficiency needs." As long as we are motivated to satisfy

these cravings, we are moving towards growth, toward self-actualization. Satisfying needs is healthy, while

preventing gratification makes us sick or act evilly. As a result, for adequate workplace motivation, it is

important that leadership understands the active needs active for individual employee motivation. In this

manner, Maslow's model indicates that fundamental, lower-order needs like safety and physiological

requirements have to be satisfied in order to pursue higher-level motivators along the lines of self-fulfillment.

As depicted in the following hierarchical diagram, sometimes called 'Maslow's Needs Pyramid' or 'Maslow's

Needs Triangle', after a need is satisfied it stops acting as a motivator and the next need one rank higher starts

to motivate.

Self-Actualization

Esteem Needs

Social Needs

Safety Needs

Physiological Needs

2. Frederick Herzberg two-Factor Theory

Frederick Herzberg and his associates began their research into motivation during the 1950s, examining the

models and assumptions of Maslow and others. The result of this work was the formulation of what Herzberg

termed the Motivation-Hygiene Theory (M-H). The basic hypotheses of this theory are that:

1. There are two types of motivators, one type which results in satisfaction with the job, and the other which

merely prevents dissatisfaction. The two types are quite separate and distinct from one another. Herzberg

called the factors which result in job satisfaction motivators and those that simply prevented dissatisfactionhygienes

2. The factors that lead to job satisfaction (the motivators) are:

achievement

recognition

work itself

responsibility

advancement

3. The factors which may prevent dissatisfaction (the hygienes) are:
http://www.envisionsoftware.com/articles/Maslows_Needs_Hierarchy.html#Self_Actualizationhttp://www.envisionsoftware.com/articles/Maslows_Needs_Hierarchy.html#Esteem_Needshttp://www.envisionsoftware.com/articles/Maslows_Needs_Hierarchy.html#Social_Needshttp://www.envisionsoftware.com/articles/Maslows_Needs_Hierarchy.html#Safety_Needshttp://www.envisionsoftware.com/articles/Maslows_Needs_Hierarchy.html#Physiological_Needshttp://www.envisionsoftware.com/articles/Maslows_Needs_Hierarchy.html#Self_Actualizationhttp://www.envisionsoftware.com/articles/Maslows_Needs_Hierarchy.html#Esteem_Needshttp://www.envisionsoftware.com/articles/Maslows_Needs_Hierarchy.html#Social_Needshttp://www.envisionsoftware.com/articles/Maslows_Needs_Hierarchy.html#Safety_Needshttp://www.envisionsoftware.com/articles/Maslows_Needs_Hierarchy.html#Physiological_Needs


22/42


23/42


24/42

this need must be disciplined and controlled so that it is directed toward the benefit of the institution as a

whole and not toward the managers personal aggrandisement. Moreover, the top managers need for power

ought to be greater than his or her need for being liked by people.

Power motivation refers not to autocratic, tyrannical behaviour but to a need to have some impact, to be

influential and effective in achieving organisational goals

4.Expectancy Theory of motivation Victor Vroom

Victor Vroom, of Carnegie-Mellon in Pittsburgh, has challenged the assertion of the human relationists that

job satisfaction leads to increased productivity. (This theory has been called thecontented cow approach to

management.) The assumption is that if management keeps employees happy, they will respond by increasing

productivity. Herzberg, in a delightful film of motivation, highlights the fallacy of this assumption with an

interview between a manager and a secretary. The secretary is complaining about the job, and the manager

lists all the things that have been done for the secretary increases salary, new typewriter, better hours, status

and so on at the end of which she looks straight at him and asks, So what have to done for me lately?

The point may be made that satisfied needs do not motivate people Hygienes simply keep employees quiet

for a time. For an individual to be motivated to perform a certain task, he or she must expect that completion

of the task will lead to achievement of his or her goals. The task is not necessarily the goal itself but is often

the means of goal attainment. Vroom defines motivation as:

A process governing choices, made by persons or lower organisms, among alternative forms of voluntary

behaviour.

In organisational terms, this concept of motivation pictures an individual, occupying a role, faced with a set

of alternative voluntary behaviours, all of which have some associated outcomes attached to them. If the

individual chooses behaviour 1, outcome A results; if 2 then B results and so on.

Knowing that individuals choose behaviours in order to obtain certain outcomes is nothing new. The question

is why they choose one outcome over another. The answer provided by the motivational theories in the other

articles in this short series (Maslow, Herzberg, McClelland) is that the choice reflects the strength of the

individuals desire or need for a specific outcome at a certain time.

However, Vroom makes the point that task goals (productivity, quality standards or similar goals attached to

jobs) are often means to an end, rather than the end in itself. There is a second level of outcomes which

reflect the real goals of individuals and these may be attained, in varying degrees, through task behaviour.

An individual is motivated to behave in a certain manner because (a) he or she has a strong desire for a

certain task outcome and a reasonable expectation of achieving that outcome and (b) because he or she also

expects that the achievement of the task outcome will result in reward in terms of pay, promotion, jobsecurity, or satisfaction of individual needs physiological, safety, esteem and so on.

Let us take a look at how the model works. Imagine a manager has as a task goal, receive good ratings for

internal customer service. The choice of this task goal reflects three things:

The strength of the need for good ratings versus some other goal.

The expectation that this goal can be achieved.

The expectation that the achievement of this task goal will lead to desired rewards

promotion, increased security and so on.

Vroom would maintain that we do things in our jobs in order to achieve second level rewards:


25/42

If a worker sees high productivity as a path leading to the attainment of one or more of his or her personal

goals, he or she will tend to be a high producer. Conversely, if he or she sees low productivity as path to the

achievement of his or her goals, he or she will tend to be a low producer.

Certainly Vroom has hit on an important aspect of motivation. We do not attempt simply to satisfy a need or

even a set of needs in a straightforward, If I do this, then I will achieve that manner. We work with a chain

of goals and rewards, where goals in one area are only a means of achieving goals in another.

5.Alderfers ERG theory

was developed by organizational behavior scholar Clayton Alderfer to everyone the

problems with Maslows needs hierarchy theory. ERG theory groups human needs into

three broad categories: existence, relatedness, and growth. (Notice that the theorys name is

based on the first letter of each need.) As Exhibit 5.1 illustrates, existence needs correspond

to Maslows physiological and safety needs. Relatedness needs refer mainly to Maslows

belongingness needs. Growth needs correspond to Maslows esteem and self-actualization

needs.

Existence needs include a persons physiological and physically related safety needs, such

as the need for food, shelter, and safe working conditions. Relatedness needs include a

persons need to interact with other people, receive public recognition, and feel secure

around people (i.e., interpersonal safety). Growth needs consist of a persons self-esteem

through personal achievement as well as the concept of self-actualization presented in

Maslows model.

ERG theory states that an employees behavior is motivated simultaneously by more than

one need level. Thus, you might try to satisfy your growth needs (such as by completing an

assignment exceptionally well) even though your relatedness needs arent completelysatisfied. ERG theory applies the satisfaction-progression process described in Maslows

needs hierarchy model, so one need level will dominate a persons motivation more than

others. As existence needs are satisfied, for example, related needs become more

important.

1. Unlike Maslows model, however, ERG theory includes a frustration-regression

process whereby those who are unable to satisfy a higher need become frustrated

and regress to the next lower need level. For example, if existence and relatedness

needs have been satisfied, but growth need fulfillment has been blocked, the

individual will become frustrated and relatedness needs will again emerge as the

dominant source of motivation.Although not fully tested, ERG theory seems toexplain the dynamics of human needs in organizations reasonably well. It provides

a less rigid explanation of employee needs than Maslows hierarchy. Human needs

cluster more neatly around the three categories proposed by Alderfer than the five

categories in Maslows hierarchy. The combined processes of satisfaction-

progression and frustration-regression also provide a more accurate explanation of

why employee needs change over time. Overall, it seems to come closest to

explaining why employees have particuReinforcement Theory

Reinforcement theory is the process of shaping behavior by controlling the consequences

of the behavior. In reinforcement theory a combination of rewards and/or punishments isused to reinforce desired behavior or extinguish unwanted behavior. Any behavior that


26/42

elicits a consequence is called operant behavior, because the individual operates on his or

her environment. Reinforcement theory concentrates on the relationship between the

operant behavior and the associated consequences, and is sometimes referred to as operant

conditioning

MOTIVATION LEVELS

Employee motivation can be quite a challenge. The decision on how committed an

employee will be towards the airport, division or team, depends entirely on the individual.

Therefore, the first step to employee motivation is to engage with each individual. Find out what

makes him/her tick. The purpose of this article is to know what to look for when you engage with

the individual.Many leaders make the mistake of applying a single motivational strategy to all their

employees. The fact of the matter is that different things might motivate different employees. So

how do you find the right formula for each employee?

The Loyalty Institute at Aon Consulting did extensive research on employee commitment.They came up with the five drivers of employee motivation, also known as the

performance pyramid.

It works a lot like Marslow's Hierarchy of Needs where the first level of motivational needs

first need be satisfied, before a need arise in the next level. It wasn't intended that way. It

just happened to work out like that.

The performance pyramid can provide some wonderful guidance to know what to look for

when you engage with your employees. Let's have a look at the five levels and see how it

can help you to find ways to motivate employees.

Level 1: Safety and Security

Along with a physical sense of well-being, there must be a psychological belief that the

environment is free of fear, intimidation or harassment.

Level 2: Rewards

Yes, you knew it. Most people won't come to work tomorrow if they win a big lottery

today. This is the perception that the organization attempts to satisfy the employee's

compensation and benefits needs.

Level 3: Affiliation

This is a sense of belonging. It includes being "in the know" and being part of the team.

This is also where a difference in personal and organizational values can have a big impact

on motivation.

Level 4: Growth

Employees want to have the belief that achievement is taking place. I might feel safe, get

all the money I want and feel part of the team. But if there are no growth opportunities, Imight think about leaving the company.


27/42

Level 5: Work/Life Harmony

This term speaks for itself. Someone might have all the rewards that he/she wants, but

he/she will burn out sooner or later if they don't have the time to spend it on the other

things they want.

TYPES OF MOTIVATION:

(1) Achievement Motivation

It is the drive to pursue and attain goals. An individual with achievement motivation wishes

to achieve objectives and advance up on the ladder of success. Here, accomplishment is

important for its own shake and not for the rewards that accompany it. It is similar to

Kaizen approach of Japanese Management.

(2) Affiliation Motivation

It is a drive to relate to people on a social basis. Persons with affiliation motivation perform

work better when they are complimented for their favorable attitudes and co-operation.

(3) Competence Motivation

It is the drive to be good at something, allowing the individual to perform high quality

work. Competence motivated people seek job mastery, take pride in developing and using

their problem-solving skills and strive to be creative when confronted with obstacles. Theylearn from their experience.

(4) Power Motivation

It is the drive to influence people and change situations. Power motivated people wish to

create an impact on their organization and are willing to take risks to do so.

(5) Attitude Motivation

Attitude motivation is how people think and feel. It is their self confidence, their belief in

themselves, their attitude to life. It is how they feel about the future and how they react to

the past.

(6) Incentive Motivation

It is where a person or a team reaps a reward from an activity. It is You do this and you

get that, attitude. It is the types of awards and prizes that drive people to work a little

harder.

(7) Fear Motivation


28/42

Fear motivation coercions a person to act against will. It is instantaneous and gets the job

done quickly. It is helpful in the short run. There are various types of motivations that can

influence a person. These include the following:

(8)Extrinsic Motivation

Extrinsic motivation is likely to involve the concept of rewarded behavior. Thus, by

engaging in a particular type of activity or behaving in a particular manner, you are

"rewarded" by a desired end result.

For instance, you are motivated to save money for a vacation. Hence, you resist the urge to

make impulsive purchases and in general become more discriminating in how you spend

your money. After a time you find that you have a steadily growing amount of savings

which you set aside. When you find that you have saved enough for that trip, you utilize

your savings for the intended purpose and go on vacation. The external motivation is the

vacation, which is also the reward for your act of saving for it.

(9)Internal Motivation

On the other hand, there are other less-visible types of motivation.

It would be a mistake to say that such behaviour does not come without its own rewards.

To be more precise, the end goal is not a visible or external thing, but more internal and

psychological. The achievement of these goals - by itself also correctly seen as a reward -

is in general not visible to other persons.


29/42

Data Analysis and

Interpretation


30/42


31/42

FindingsandSuggestions


32/42

FINDINGS


33/42

SUGGESTIONS

1. If the airport properly gives rewards for good performance of

employees they will be motivated and satisfied.

2. It is advisable that the airport provides a stable and reasonable bonus to

employees.

3. If the airport introduce goal setting programs in the department wise it

will increase employees moral.

4. It is advised that the management should call a meeting of employees

once in a month to hear their problems which will develop

belongingness among the employees..


34/42

Conclusion


35/42

Bibliography


36/42

BIBLIOGRAPHY

BOOKS.

1. Chabra T N

Human Resource Management (2005)

revised edition Gangan

Kapur, Delhi.

2. Venugopal & Aziz Abdul

Human Resource Management (2004) revised edition,

3. Prasad L.M

Human Resource Management, second edition (2005)

Sultan Chand & Sons- New Delhi

4. Kothari C.R

Research Methodology- Methods and Techniques2nd revised edition (2007)

New Age International Publishers- New Delhi.

JOURNALS

1. HRM Review, July 2008, The ICFI University press, Page No 55-59

2. Management Research, October 2007, ICFAI University press, Page No 37-40

Websites

1. www.wikipedia.com
http://www.wikipedia.com/http://www.wikipedia.com/


37/42

Annexure


38/42

Questionnaire

Kindly fill the following:(Please put a tick mark in the appropriate box)

1. Which type of incentives motivates you more

Financial incentives [ ] Non-financial incentives [ ] Both [ ]

2. Career development opportunities are helpful to get motivated

Strongly agree [ ] Agree [ ] Neutral [ ]

Disagree [ ] Strongly disagree [ ]

3. good safety measures existing in the airport

highly satisfied [ ] Satisfied [ ] Neutral [ ]

Dissatisfied [ ] highly dissatisfied [ ]

4. your job has effective promotional opportunities

Strongly agree [ ] Agree [ ] Neutral [ ] Disagree [ ]

5. Effective performance appraisal system



6. Job Security existing in the airport

Highly satisfied [ ] Satisfied [ ] Neutral [ ]

Dissatisfied [ ] Highly Dissatisfied [ ]

7. Periodical increase in salary


39/42



8. The management is recognizing and acknowledging your work



9. Relationship with the Co-worker



10. Support from the co-worker is helpful to get motivated



11. Are you satisfied with the support from the HR department?

Highly satisfied [ ] Satisfied [ Neutral [ ]


12. Satisfaction with the present incentives provided by the airport

Highly satisfied [ ] Satisfied [ Neutral [ ]


13. Management is really interested in motivating the employees




40/42

14. Rank the following factors which motivates you the most

(Rank 1, 2, 3, 4. respectively)

NO FACTORS RANK

1 Salary increase

2 Promotion

3 Leave

4 Job safety and security

5 working hours

6 Office tools and equipments

7 Infrastructure facility

8 Fringe benefits

9 Performance related pay

10 Empowerment11 Medical benefits

12 Employer&employee relation

13 Bonus scheme

14 Job enrichment

15 Job enlargement

16 Work culture

17 Relationship with co-workers

15. Do you think that the incentives and other benefits will influence your

performanceInfluence [ ] does not influence [ ] no opinion [ ]

16. Does the management involve you in decision making which are connected to

your department?

Yes [ ] No [ ] Occasionally [ ]

17. How motivated are you to assist your department in meeting its objectives?

Highly Motivated [ ] motivated [ ] Not motivated [ ]

18. What are the reasons that you stay at your present job

Challenging job assignments Vacation [ ]

Salary/Benefits Stability/Security [ ]

Interesting Working Hours [ ]

Location is convenient Retirement Benefit [ ]

Promotional opportunities [ ]


41/42

19. Are you empowered by your Department Head/Supervisor to pursue

opportunities for your professional development?

Yes [ ] No [ ] Sometimes [ ]

20. Have you contemplated a transfer from your Department in the last

twelve (12) months?

Yes [ ] No [ ]

(If your response is 'YES', please list two (2) reasons).

___________________________________________________

___________________________________________________

21. How would you rate the management style of your current supervisor?

Good [ ] Poor [ ] Average [ ]

22. Does your Department Head /Supervisor communicate your job performance

expectations with you clearly?


23. Do you have discussions with your Department Head/Supervisor on ways to

improve your workplace environment?

Yes [ ] No [ ] Sometime [ ]

24. Are you satisfied with your health benefits?



25. Does your supervisor assist you with planning the essential training to help

you perform your duties efficiently?


26. Are you encouraged by your supervisor when you perform a 'good job'


27. . Do you enjoy going to work everyday and performing at your best?

Yes [ ] No [ ]


42/42

28. Were you provided with an accurate job description of your current

responsibilities?

Yes [ ] No [ ]

29. Based on your last two (2) Performance Reviews, in your professionaljudgment would you say that your supervisor was objective and fair in your

ratings?

Yes [ ] No [ ]

.

Thank you for your kind

mammu masharkhan summer project

Documents