APROJECT REPORT

ON

“MOTIVATION”

SESSION 2008-2010

Under the Valuable Guidance OfMiss. Sushmita Das

VITS College, Jabalpur

Submitted byShilpee Raj Singh

MBA IVth SemesterVITS College, Jabalpur

DEPARTMENT OF BUSINESS ADMINISTRATIONVINDHYA INSTITUTE OF TECHNOLOGY & SCIENCE, JABALPUR

RANI DURGAVATI VISHWAVIDYALAYA, JABALPUR(M.P.)

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DECLARATION

I hereby declare that the Project entitled

“Motivation” which is being submitted in practical

fulfillment for the award of degree of M.B.A. “Rani

Durgawati Vishwavidyalaya, Jabalpur (M.P.)” is the

authentic record of my own work.

The matter reported in the project is neither being

used elsewhere nor has been submitted earlier for the

award of the degree of MASTER OF BUSINESS

ADMINISTRATION.

Date: Shilpee Raj Singh MBA IV Semester

V.I.T.S., Jabalpur

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FORWARD

DEPARTMENT OF BUSINESS ADMINISTRATION

I here, forwarded the project entitled on the topic “Motivation” which

is submitted by Shilpee Raj Singh a student of MBA IVth Semester in the partial

fulfillment of course curriculum of the degree of MBA from “Vindhya Institute of

Technology & Science”.

PRINCIPAL VITS, JABALPUR

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ACKNOWLEDGEMENT

I have attempted to make the project on

“Motivation”. Firstly I would like to thanks

MBA Department of VITS for their support.

I express my sincere thanks to Miss

Sushmita Das (Lecturer MBA) for giving me

valuable suggestions for the preparation of

the project report.

Finally I am grateful to my parents and

family members who had to put up with

several of my demand while doing the project.

Without their help and emotional support, I do

not think I would have completed this project

report.

Shilpee Raj Singh

MBA IVth Sem

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INDEX

1. OBJECTIVE OF THS STUDY 6

2. MEANING OF MOTIVATION 7

3. COMPANY PROFILE : BSNL 10

4. HISTORY OF BSNL FACTORY 11

5. BOARD OF DIRECTOR 12

6. EMPLOYEE MOTIVATION 18

7. HOW TO MOTIVATE STAFF 20

8. SIGNIFICANCE OF MOTIVATION 22

9. MOTIVATION IS THE KEY…. 23

10. THEORIES OF MOTIVATION 24

11. TYPES OF MOTIVATION 29

12. INCENTIVES 30

13. METHODS OF DATA COLLECTION 31

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14. SCOPE FOR FUTURE RESEARCE 32

14. FINDINGS 33

15. SUGGESTION 34

16. LIMITATION OF THE STUDY 35

17. CONCLUSION 36

18. BIBLIOGROPHY 37

OBJECTIVES OF THE STUDY

1. To study the important factors which are needed to motivate the employees.

2. To study the effect of monetary and non-monetary benefits provided by the

organization on the employee’s performance.

3. To study the effect of job promotions on employees.

4. To learn the employee’s satisfaction on the interpersonal relationship exists in

the organization

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

performance.

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MEANING OF MOTIVATION

Motivation has been defined in numerous ways. One of the best is “motivation

is the forces acting either on or within a person to initiate behaviour.” In the field of

psychology, human motivation has long been studied as a way to explain an

individual’s behaviour. In reality, motivation is inferred rather than measured. The

inference is made due to behavioural changes that result from external stimuli. It is

also a performance variable because changes in a person’s motivation are frequently

of a temporary nature, with many people, what is high priority today may become

singularly unimportant tomorrow.

 

An individual’s motives can be described as primary, or basic and secondary,

or learned from experience. Primary motives are not learned, but are common to

animals and human beings. Some readily-definable primary motives would include

hunger, sex, pain avoidance and thirst. Secondary motives include the desire to

achieve, lust for power and many other conscious drives.

 

Motivation has two pre-requisites: the desire and the determination to achieve

something not with standing any obstacles you might meet along the way. We all

know people who started out committed to an idea only to abandon it in mid-stream

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because it was too difficult to handle. In this example, the person had the desire but

lacked the necessary determination to see it through. Conversely, there are those who

had the determination but lacked the true desire to achieve the objective.

 

In the drive reduction theory of motivation, it is postulated that people act

mainly to reduce their needs and sustain a constant physiological state of being. In

other words, people drink in order to lessen their need for water. However, this theory

fails in select situations where individuals are not motivated by internal needs. In

addition, people often continue to be motivated even when internal needs have been

satisfied due to the fact that they are also being motivated by external influences.

 

Psychologist Abraham Maslow had another theory. He suggested, in the 1970s,

that people have a hierarchy of needs. Here, the basic level included physiological

needs such as food, water, safety and security. The second level, which he postulated

are not heeded until basic needs have been met, included a need for social interaction.

Maslow defined the third level as the need for esteem such as respect from oneself and

others and the fourth and final level as the need to realize one’s own full potential.

Again, this theory doesn’t stand up to scrutiny in situations where higher needs

motivate even when the lower levels remain unsatisfied. Maslow’s critics were also

quick to point out that his theory also fails because people are frequently motivated by

needs from several levels simultaneously.

 

These theories can be reduced to a simple belief that people have both innate

and learned needs and that they are both influenced by cultural and sociological

effects. The innate needs are fairly limited, being sustenance, drink, the need to

breathe and eliminate waste products. The others, which would comprise a long list

that includes the need for achievement, autonomy and power, are determined by

values and perceptions of what matters in life.

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The definition of motivation is to give reason, incentive, enthusiasm, or interest

that causes a specific action or certain behavior. Motivation is present in every life

function. Simple acts such as eating are motivated by hunger. Education is motivated

by desire for knowledge. Motivators can be anything from reward to coercion.

There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic

motivation is internal. It occurs when people are compelled to do something out of

pleasure, importance, or desire. Extrinsic motivation occurs when external factors

compel the person to do something. However, there are many theories and labels that

serve as sub tittles to the definition of motivation. For example: "I will give you a

candy bar if you clean your room." This is an example of reward motivation.

A common place that we see the need to apply motivation is in the work place.

In the work force, we can see motivation play a key role in leadership success. A

person unable to grasp motivation and apply it, will not become or stay a leader. It is

critical that anyone seeking to lead or motivate understand "Howletts Hierarchy of

Work Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security,

affiliation, and relationships are all externally motivated needs. These are the first

three levels of "Howletts Hierarchy" When these needs are achieved, the person

moves up to level four and then five. However, if levels one through three are not met,

the person becomes dissatisfied with their job. When satisfaction is not found, the

person becomes less productive and eventually quits or is fired. Achievement,

advancement, recognition, growth, responsibility, and job nature are internal

motivators. These are the last two levels of "Howletts Hierarchy." They occur when

the person motivates themselves (after external motivation needs are met.) An

employer or leader that meets the needs on the "Howletts Hierarchy" will see

motivated employees and see productivity increase. Understanding the definition of

motivation, and then applying it, is one of the most prevalent challenges facing

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employers and supervisors. Companies often spend thousands of dollars each year

hiring outside firms just to give motivation seminars.

DEFINITION OF MOTIVATION :-

According to Edwin B Flippo, “Motivation is the process of attempting to

influence others to do their work through the possibility of gain or reward”.

COMPANY PROFILE : BSNL

BHARAT SANCHAR NIGAM LIMITED

BSNL Telecom Factories are located at seven places viz. Jabalpur, Richhai,

Bhilai Kolkata, Gopalpur, Kharagpur, Mumbai in India.

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Telecom Factory, Jabalpur was established during in 1942 world war-II as a

measure of dispersal of activities from Kolkata and was known as  Telegraph

workshop. Telegraph workshops were converted into Telecom Factory organization in

1968.

Telecom Factory, Jabalpur is located in the heart of the Jabalpur. Telecom

Factory, Jabalpur is engaged in production of  Towers, Telephone poles, Line jack

units & repairing of C-DOT exchange cards.

Telecom Factory, Jabalpur has a dedicated team of Engineers, officers and

workers who are willing to take up any challenge for supply of equipments & stores in

the competitive scenario when BSNL ,as a company, has to compete with many

private telephone service providers and provide its customers a quality service in

minimum time and at minimum cost.

HISTORY OF BSNL FACTORY

Bharat Sanchar Nigam Limited  is state - owned telecommunication enterprise

in India. BSNL is the Third largest cellular service provider, with over 66.88 million

customers as of June 2010 and the largest land line telephone provider in India. BSNL

further plans to increase its customer base to 160 Million by March, 2014. Its

headquarters are at Bharat Sanchar Bhawan, Harish Chandra Mathur Lane, Janpath,

New Delhi. It has the status of Miniratna, a status assigned to reputed Central Public

Sector Enterprise in India.

BSNL is India's oldest and largest Communication Service Provider (CSP).

Currently has a customer base of 90 million as of June 2008. It has footprints

throughout India except for the metropolitan cities of Mumbai and New Delhi which

are managed by MTNL. As on June 30, 2010 BSNL commanded a customer base of

27.45 million Wireline, 72.69 million Wireline subscribers. BSNL's earnings for the

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Financial Year ending March 31, 2009 stood at INR 397.15b (US$7.03 billion) with

net profit of INR 78.06b (US$ 1.90 billion). BSNL has an estimated market value of $

100 Billion. The company is planning an IPO with in 6 months to offload 10% to

public in the Rs 300-400 range valuing the company at over $100 billion.

BOARD OF DIRECTOR : BSNL

CMD/DIRECTOR (HR) & (FINANCE)- SHRI GOPAL DAS

Shri Gopal Das has taken over as Director(HRD) in BSNL on 4th October

2007 and entrusted with the charge of the post of Chairman & Managing Director,

BSNL from 01-08-2010. He is responsible for formulating  and implementing

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policies pertaining to Establishment, personnel, industrial relations, training,

restructuring and other HR related affairs. 

He obtained his B.E. Degree with honors from Banaras Hindu University in

the year 1972. He joined Department of Telecommunications, Government of India

through Indian Telecommunications Services Group 'A' Service in June 1975.  Prior

to his present assignment Shri Das was Chief General Manager, (Wireless Services)

in Mahanagar Telephone Nigam Limited at Mumbai. 

He has vast experience of 32 years in Telecom Industry in the Department of

Telecommunications and Mahanagar Telephone Nigam Limited in different

capacities. He has received training in Operation and Maintenance of Electronic

Exchanges in France and he was also one of the members of the Special Study

Group of ITU for Mobile Network relating to IMT 2000 and beyond. 

Shri Gopal Das was deputed in Kingdom of Saudi Arabia as Project Director

for handling the various Telecom projects in the city of Dammam during the period

from 1987 to 1992. He has also worked on Deputation in Nigeria for about 3 years as

Project Director and handled many Optical Fibre and transmission projects. Shri Das

has visited different countries like USA, UK, France, Australia, Singapore, Korea

etc. to get exposure of management of telecom systems at international level. 

During his tenure in Department of Telecommunications and Mahanagar

Telephone Nigam Limited, he worked in various capacities as Area Director, General

Manager and Chief General Manager and possesses wide experience in Operations,

maintenance and development of telecom network including functions related to

personnel, commercial, marketing and project implementations. Right from inception

of GSM network in MTNL Mumbai, as General Manager, he was actively involved in

planning, installation and operation of GSM network and while working as Chief

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General Manager (Wireless Services), he was responsible for planning installation,

operation and maintenance of GSM and CDMA networks an contributed to the rapid

growth of Wireless network in MTNL, Mumbai Government of India, M/o

Communications and IT, D/o Telecomunications have entrusted the charge of office

of Director(Finance) to the CMD.

DIRECTOR - CONSUMER MOBILITY(CM) & (ENTERPRISE)-

SHRI R.K.AGARWAL

Shri Rakesh Kumar Agarwal has done his B.E. from Indian Institute of

Science, Bangalore in 1973 and then M.Tech in Communications from IIT Delhi in

1975. Thereafter he joined Department of Telecommunications and worked in

various fields of telecommunications. He did installation of C-400 Cross Bar

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Exchanges till 1983. He was sent to France for training for the installation of Digital

Electronic Exchange of E-10B make in 1983 and thereafter worked as Deputy

General Manager (Installation) for E-10B Exchanges in MTNL, Mumbai from 1983

till 1991.

He was DoT representative for the System Selection Committee set up to

finalise gateway switches for VSNL. During 1990 he represented India for APT

Conference in Indonesia. He was also deputed as Project Director, TCIL to

Sultanate-of-Oman from 1991 to 1996 where he handled all the projects related to

setting up the external plant network for copper cable and Optical Fibre Network in

Sultanate-of-Oman. From 1996-98 he worked as Chief General Manager, Andaman

& Nicobar Telecom Circle and thereafter handled the charge of Jaipur Telecom

District, Rajasthan from 1998-99. He was posted as General Manager

(Development) in Pune in 1999 and was incharge of complete planning and

installation of all switching and transmission network in Pune District. He was also

in-charge of computerization as well as introduction of new services in the network

in Pune.

He was closely involved with planning, evaluation of tender as well as

implementation and maintenance of GSM Mobile Services in Maharashtra since 2002.

As Chairman of the Validation Committee he successfully carried out the validation of

mobile switch for West Zone installed at Pune. He was in-charge of all the Central

Platforms for GSM Mobile Services for West Zone installed at Pune namely pre-paid

platform, billing system and value added services for mobile. Later on he finalized

expansion of mobile network in West Zone for 4 million lines and was involved in the

commissioning and maintenance of GSM Mobile Network. He was also closely

involved with the setting up of Call Centre at Pune for handling Customer Care and

Marketing of Mobile Services till May, 2006.In June, 2006, he was posted as Chief

General Manager, BSNL Bihar Telecom Circle. He has taken over the charge of

Director (Planning & New Services) in BSNL Board w.e.f. 11 thApril, 2008.

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Government of India, M/o Communications and IT, D/o Telecomunications have

entrusted the charge of office of Director (Enterprise) to Shri R. K. Agarwal

Director(CM) .

SHRI R.N.JHA, GOVT. DIRECTOR

Shri Jha, as Deputy Director General (International Relations) in the Ministry

of Communications & IT is the nodal point for coordinating with the International

Organizations like ITU, APT, CTO, SAARC and bilateral issues with the other

individual countries. As an expert, he represented the country in APT Forum in the

Seminar on ‘Introduction and Implementation of IMT- 2000’. Availed ITU, APT

fellowships and participated in the Telecom Development Symposium during ITU

World 2003 event in Geneva. During the course of work, he visited countries like

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Thailand, USA, Hong Kong, Switzerland, Turkey, Spain, Singapore, China, Tunisia,

Malaysia, Portugal, South Africa, etc.

He took very active part in the ITU Plenipotentiary Conference -06 held in

Antalya, Turkey in 2006 and canvassed for getting India elected as Council Member

of ITU and also for election of Indian nominee as one of the members of Radio

Regulation Board of ITU.

Shri Jha attended World Radio Conference (WRC-07), World Telecom

Standardization Assembly (WTSA-08), World Telecom Policy Forum 2008 & a

number of ITU Council meetings & world telecom events. Elected as Vice-Chairman

of RPM for WTDC-09 and also chaired the Management & Budget Group of ITU

Council in 2010. Shri Jha was instrumental in signing of an agreement between

Ministry of Communications & IT, Government of India and ITU for effective co-

operation between the Telecom Centre of Excellence of India and ITU. He had been a

member of High level delegation led by Shri G. K. Pillai, Secretary (Commerce) to

Democratic Republic of Congo in June, 2008. This delegation was the special

emissary of Hon’ble Prime Minister of India to Democratic Republic of Congo.

SHRI   ASHISH GUHA DIRECTOR

Shri Ashish Guha entered upon the office of Director of the Company wef 21 st

May 2010. Shri Ashish Guha joined Heidelberg Cement Group in August 2006 as the

Managing Director of Heidelberg Cement India Limited. Mr.Guha consolidated

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Heidelberg Cement’s entry into India and has been instrumental in transforming the

businsses of the acquired companies.

Prior to joining Heidelberg Cement, Mr.Guha was an investment banker, a

career spanning over two decades. He was the CEO of Lazard India and subsequently

a senior partner with Amit Corporate Finance. Mr. Guha has had the distinction of

varied experience in investment banking ranging from Treasury, Research, Capital

Markets and Merger and Acquisitions. 

He has advised large multinational corporate on their entry into India as well as

acquisitions. Some of the prominent clients handled by Mr.Guha include BAT,

Baxter, France Telecom, General Motors, Lafarge. 

Mr.Guha has been involved with various industry forums like Confederation of

Indian Industry (CII) and Federation of Indian Chambers of Commerce and Industry

(FICCI) and has represented India as a delegate in many nations. He was also an

active participant in the World Economic Forum at Davos in the late90’s. He has been

part of many Government bodies including the one on Privatization. 

E M P L OY E E M OTIVATION

An employer's desire to provide the impetus for employees to do their

job as efficiently and effectively as possible and to commit to the

achievement of the organizations goals and objectives.

THE STAGE:

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Motivation is the degree of personal and professional satisfaction

that an employee enjoys in his/her life. This is an issue of vital concern to

businesses since it is well established that a motivated workforce will achieve

much better results than an unmotivated one. Employee motivation and

commitment is one of the major contributions that employees can make to the

organization as it helps to ensure that maximum effort is employed in work

activities and work outputs are to the benefit of the organization.

The techniques used to motivate staff are many and varied. The goal of

using motivation techniques is usually to increase productivity but a

highly motivated workforce also often equates to other improvements such as

reduced absenteeism and turnover, increased innovation, employee satisfaction,

and an enhanced corporate image. These can then translate into higher quality

products or services, increased customer satisfaction, and enhanced financial

performance. Motivation of staff, not surprisingly, is a fundamentally important

dimension of successful management.

EXP ERT O PINION :-

M any researchers and authors have defined the concept of

motivation.

It has been defined as:

The psychological process that gives behavior purpose and

direction (Kreitner, 1995)

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A predisposition to behave in a purposive manner to achieve

specific, unmet needs (Buford, Bedeian, & Lindner, 1995)

An internal drive to satisfy an unsatisfied need (Higgins, 1994)

The will to achieve (Bedeian, 1993).

For this Management Brief, motivation is defined as the inner

force that drives individuals to accomplish personal and organizational

goals.

The job of a manager in the workplace is to get things done

through others. A committed and motivated workforce is critical to

maximizing an organizations full potential. Highly motivated

employees frequently seek to work beyond the bounds of their specific

work roles and functions in order to not only improve themselves, but

also to achieve the objectives of the organization. Motivated employees

can be considered vital to organizational survival in our rapidly

changing workplaces and work world - they help organizations survive

because they are more productive.

Individuals responsible for managing staff have a variety of key

responsibilities. Included in these is the ability to inspire and motivate their

staff, encourage these people to strive for excellence, to promote productivity,

and to ensure the continuation of work outputs even during difficult times.

Motivating others can be a very challenging task.

HOW TO M OTIVAT E STAFF

Regardless of which theory of employee motivation is followed, the

outcomes of research conclude that interesting work, appreciation,

pay, good working conditions, and job security are important factors in

helping to motivate.

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To ensure that strategies used to enhance motivation within your

organization obtain the most effective results they should based be on:-

An analysis of the factors that individual staff members believe are

motivators for them.

The performance objectives of the individual

The strategic goals of the organization

The values and culture of the organization.

There are some key actions that managers and leaders can take to assist

in making a difference in the motivation levels of their employees. These

include:-

Lead by example - be passionate and energetic

Show trust and respect

Act as an advocate

Provide competitive and realistic salaries

Employee pay strategies should be in line with current industry

standards, should be robust and simple to operate, explain, and

control, be able to accommodate specific employment needs (e.g.

expert or difficult to fill positions) and be related to performance (e.g.

individual and teams).

REWARD ACHIEVEMENTS:-

Rewards may be individually and/or team-based and can include such

things as movie tickets, thank you cards, parking spaces, award

ceremonies, mention of achievements in company newsletters and

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meetings, holidays, cash bonuses, and the like. Rewards do not need to

cost a lot of money in order to motivate.

J OB ENLARGEMENT AND ENRICHMENT:-

J ob enlargement can provide opportunities to make work more

interesting by increasing the number and variety of activities

performed, and job enrichment can also make work more interesting

and provide opportunities for increased pay and responsibility.

Secondments, mentoring and standing-in for colleagues on leave are

suggested methods. Enlarging and enriching jobs can add variety in the

way the job is done, the tools that are used, the place where the work

is carried out, and the people with whom the employee meets.

PROVIDE THE RESOURCES AND SUPPORT:-

The resources and support required by staff to complete their jobs to

the level required by the organization should be provided. Restrictions

that are preventing people from doing the best job possible should be

removed. This may include modification of work-spaces, the use of

mentoring and coaching, additional funding

SIGNIFICANCE OF MOTIVATION

Motivation involves getting the members of the group to pull weight

effectively, to give their loyalty to the group, to carry out properly the purpose of the

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organization. The following results may be expected if the employees are properly

motivated.

1. The workforce will be better satisfied if the management provides them with

opportunities to fulfill their physiological and psychological needs. The

workers will cooperate voluntarily with the management and will contribute

their maximum towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills

and knowledge so that they are able to contribute to the progress of the

organization. This will also result in increased productivity.

3. The rates of labor’s turnover and absenteeism among the workers will be low.

4. There will be good human relations in the organization as friction among the

workers themselves and between the workers and the management will

decrease.

5. The number of complaints and grievances will come down. Accident will also

be low.

6. There will be increase in the quantity and quality of products. Wastage and

scrap will be less. Better quality of products will also increase the public image

of the business.

MOTIVATION IS THE KEY TO

PERFORMANCE IMPROVEMENT

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There is an old saying you can take a horse to the water but you cannot force it

to drink; it will drink only if it's thirsty - so with people. They will do what they want

to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in

the 'ivory tower' they must be motivated or driven to it, either by themselves or

through external stimulus.

Are they born with the self-motivation or drive? Yes and no. If no, they can be

motivated, for motivation is a skill which can and must be learnt. This is essential for

any business to survive and succeed.

Performance is considered to be a function of ability and motivation, thus:

• Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its

improvement is a slow and long process. On the other hand motivation can be

improved quickly. There are many options and an uninitiated manager may not even

know where to start. As a guideline, there are broadly seven strategies for motivation.

There are broadly seven strategies for motivation.

• Positive reinforcement / high expectations

• Effective discipline and punishment

• Treating people fairly

• Satisfying employees needs

• Setting work related goals

• Restructuring jobs

• Base rewards on job performance

THEORIES OF MOTIVATION

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Understanding what motivated employees and how they were motivated was

the focus of many researchers following the publication of the Hawthorne study

results (Terpstra, 1979).Six major approaches that have led to our understanding of

motivation are :-

(i) MCCLELLAND’S ACHIEVEMENT NEED THEORY

(II) BEHAVIOR MODIFICATION THEORY

(III) DEFICIENT THEORY OF MOTIVATION

(IV) J.S. ADAM’S EQUITY THEORY

(V) VROOMS EXPECTATION THEORY,

(VI) TWO FACTOR THEORY.

(i) MCCLELLAND’S ACHIEVEMENT NEED THEORY :-

According to McClelland’s there are two types of needs :-

NEED FOR ACHIEVEMENT :-

This need is the strongest and lasting motivating factor. Particularly in

case of persons who satisfy the other needs. They are constantly pre occupied

with a desire for improvement and lack for situation in which successful

outcomes are directly correlated with their efforts. They set more difficult but

achievable goals for themselves because success with easily achievable goals

hardly provides a sense of achievement.

NEED FOR POWER :-

It is the desire to control the behavior of the other people and to

manipulate the surroundings. Power motivations positive applications results in

domestic leadership style, while it negative application tends autocratic style.

(ii) BEHAVIORAL MODIFICATION THEORY :-

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According to this theory people behavior is the outcome of favorable

and unfavorable past circumstances. This theory is based on learning theory.

Skinner conducted his researches among rats and school children. He found

that stimulus for desirable behavior could be strengthened by rewarding it at

the earliest. In the industrial situation, this relevance of this theory may be

found in the installation of financial and non financial incentives.

More immediate is the reward and stimulation or it motivates it.

Withdrawal of reward in case of low standard work may also produce the

desired result. However, researches show that it is generally more effective to

reward desired behavior than to punish undesired behaviour

(iii) DEFICIENT THEORY OF MOTIVATION :-

The intellectual basis for most of motivation thinking has been provided

by behavioral scientists, A.H Maslow and Frederick Heizberg, whose published

works are the “Bible of Motivation”. Although Maslow himself did not apply

his theory to industrial situation, it has wide impact for beyond academic

circles. Douglous Mac Gregor has used Maslow’s theory to interpret specific

problems in personnel administration and industrial relations.

The crux of Maslow’s theory is that human needs are arranged in

hierarchy composed of five categories. The lowest level needs are

physiological and the highest levels are the self actualization needs. Maslow

starts with the formation that man is a wanting animal with a hierarchy of needs

of which some are lower ins scale and some are in a higher scale or system of

values. As the lower needs are satisfied, higher needs emerge. Higher needs

cannot be satisfied unless lower needs are fulfilled. A satisfied need is not a

motivator.

Hierarchy of needs, the main needs of men are five. They are

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(a) PHYSIOLOGICAL NEEDS

(b) SAFETY NEEDS

(c) SOCIAL NEEDS,

(d) EGO NEEDS AND

(e) SELF ACTUALIZATION NEEDS,

(a) PHYSIOLOGICAL OR BODY NEEDS:   -

The individual move up the ladder responding first to the

physiological needs for nourishment, clothing and shelter. These physical

needs must be equated with pay rate, pay practices and to an extent with

physical condition of the job.

(b) SAFETY : -  

The next in order of needs is safety needs, the need to be free

from danger, either from other people or from environment. The individual

want to assured, once his bodily needs are satisfied, that they are secure and

will continue to be satisfied for foreseeable feature. The safety needs may take

the form of job security, security against disease, misfortune, old age etc as also

against industrial injury. Such needs are generally met by safety laws, measure

of social security, protective labor laws and collective agreements.

(C) SOCIAL NEEDS: -

Going up the scale of needs the individual feels the desire to

work in a cohesive group and develop a sense of belonging and identification

with a group. He feels the need to love and be loved and the need to belong and

be identified with a group. In a large organization it is not easy to build up

social relations. However close relationship can be built up with at least some

fellow workers. Every employee wants too feel that he is wanted or accepted

and that he is not an alien facing a hostile group.

(d) EGO OR ESTEEM NEEDS: - 

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These needs are reflected in our desire for status and recognition,

respect and prestige in the work group or work place such as is conferred by

the recognition of ones merit by promotion, by participation in management

and by fulfillment of workers urge for self expression. Some of the needs relate

to ones esteem e.g.; need for achievement, self confidence, knowledge,

competence etc. On the job, this means praise for a job but more important it

means a feeling by employee that at all times he has the respect of his

supervisor as a person and as a contributor to the organizational goals.

(e) SELF REALIZATION OR ACTUALIZATION NEEDS: - 

This upper level need is one which when satisfied provide

insights to support future research regarding strategic guidance for organization

that are both providing and using reward/recognition programs makes the

employee give up the dependence on others or on the environment. He

becomes growth oriented, self oriented, directed, detached and creative. This

need reflects a state defined in terms of the extent to which an individual attains

his personnel goal. This is the need which totally lies within oneself and there

is no demand from any external situation or person

(iv) J.S ADAMS EQUITY THEORY :-

Employee compares her/his job inputs outcome ratio with that of

reference. If the employee perceives inequity, she/he will act to correct the

inequity: lower productivity, reduced quality, increased absenteeism, voluntary

resignation.

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(v) VROOMS EXPECTATION THEORY :-

Vroom’s theory is based on the belief that employee effort will lead to

performance and performance will lead to rewards (Vroom, 1964). Reward

may be either positive or negative. The more positive the reward the more

likely the employee will be highly motivated. Conversely, the more negative

the reward the less likely the employee will be motivated.

(vi) TWO FACTOR THEORY:-

Douglas McGregor introduced the theory with the help of two views; X

assumptions are conservative in style Assumptions are modern in style.

(i) X Theory

• Individuals inherently dislike work.

• People must be coerced or controlled to do work to achieve the

objectives.

• People prefer to be directed

(ii) Y Theory

• People view work as being as natural as play and rest

• People will exercise self direction and control towards achieving

objectives they are committed to

• People learn to accept and seek responsibility.

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TYPES OF MOTIVATION

There are two types of Motivation :-

1. Intrinsic Motivation

2. Extrinsic Motivation

1. INTRINSIC MOTIVATION :-

Intrinsic motivation occurs when people are internally motivated to do

something because it either brings them pleasure, they think it is important, or

they feel that what they are learning is morally significant.

2. EXTRINSIC MOTIVATION :-

Extrinsic motivation comes into play when a student is compelled to do

something or act a certain way because of factors external to him or her (like

money or good grades).

PROCESS OF MOTIVATION

1. Identification of need

2. Tension

3. Course of action

4. Result –Positive/Negative

5. Feed back

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INCENTIVES

An incentive is something which stimulates a person towards some goal. It

activates human needs and creates the desire to work. Thus, an incentive is a means of

motivation. In organizations, increase in incentive leads to better performance and

vice versa.

NEED FOR INCENTIVES :-

Man is a wanting animal. He continues to want something or other. He is never

fully satisfied. If one need is satisfied, the other need need arises. In order to motivate

the employees, the management should try to satisfy their needs. For this purpose,

both financial and non financial incentives may be used by the management to

motivate the workers. Financial incentives or motivators are those which are

associated with money. They include wages and salaries, fringe benefits, bonus,

retirement benefits etc. Non financial motivators are those which are not associated

with monetary rewards. They include intangible incentives like ego-satisfaction, self-

actualization and responsibility.

INCENTIVES

FINANCIAL INCENTIVES NON-FINANCIAL INCENTIVES

(i) Wages and Salaries. (i) Competition

(ii) Bonus (ii) Group recognition

(iii) Medical reimbursement (iii) Job security

(iv) Insurance (iv) Praise

(v) Housing facility (v) Knowledge of result

(vi) Retirement benefits. (vi) Workers anticipation.

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(vii) Suggestion system.

(viii) Opportunities for growth

METHODS OF DATA COLLECTION

The data’s can be collected through Primary and secondary sources.

SECONDARY SOURCES. :-

Secondary data’s are in the form of finished products as they have already been

treated statistically in some form or other.

The secondary data mainly consists of data and information collected from

records, company websites and also discussion with the management of the

organization. Secondary data was also collected from journals, magazines and books.

VARIABLES OF THE STUDY:-

The direct variable of the study is the employee motivation. Indirect variables

are the incentives, interpersonal relations, career development opportunities and

performance appraisal system.

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SCOPE FOR FUTURE RESEARCH

The present study on employee motivation helps to get clear picture about the

factors which motivates the employees. This in turn helps the management to

formulate suitable policy to motivate the employees. Hence, the motivational level of

the employees may also change.

The factors that motivate the employees may change with change in time

because the needs of employees too change with change in time. So continuous

monitoring and close observation of factors that motivate the employees is necessary

to maintain a competent work force. Only with a competent work force an

organization can achieve its objective. Moreover, human resource is the most valuable

asset to any organization. A further study with in dept analysis to know to what extent

these factors motivate the employees is required.

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FINDINGS

The findings of the study are follows:-

The BSNL has a well defined organization structure.

There is a harmonious relationship is exist in the organization between

employees and management.

The employees are really motivated by the management.

The employees are satisfied with the present incentive plan of the company.

Most of the workers agreed that the company is eager in recognizing and

acknowledging their work.

The study reveals that there is a good relationship exists among employees.

Majority of the employees agreed that there job security to their present job.

The company is providing good safety measures for ensuring the employees

safety.

From the study it is clear that most of employees agrees to the fact that

performance appraisal activities and support from the coworkers in helpful to

get motivated.

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The incentives and other benefits will influence the performance of the

employees.

SUGGESTIONS/RECOMMENDATION

The suggestions for the findings from the study are follows :-

Most of the employees agree that the performance appraisal activities are

helpful to get motivated, so the company should try to improve performance

appraisal system, so that they can improve their performance.

Non financial incentive plans should also be implemented; it can improve the

productivity level of the employees.

Organization should give importance to communication between employees

and gain co-ordination through it.

Skills of the employees should be appreciated.

Better carrier development opportunities should be given to the employees for

their improvement.

If the centralized system of management is changed to a decentralized one,

then there would be active and committed participation of staff for the success

of the organization.

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LIMITATIONS OF THE STUDY

The limitations of the study are the following :-

The data was collected through secondary sources. The responds from the

respondents may not be accurate.

The study is based on secondary data available from monthly fact sheets,

websites and other books, as primary data was not accessible.

Since the organization has strict control, it acts as another barrier for getting

data.

Another difficulty was very limited time span of the project.

Lack of experience of Researcher.

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CONCLUSION

This project gave a lot to me. With this project we got the exposure to

industrial environment. I got the opportunity to closely experience the working in the

big organizations.. It is old concept used in various organizations to protect the rights

of employees.

The study concludes that, the motivational program procedure in Bharat

Sanchar Nigam Limited (BSNL) is found effective but not highly effective. The study

on employee motivation highlighted so many factors which will help to motivate the

employees.. The study helped to findings which were related with employee

motivational programs which are provided in the organization.

The performance appraisal activities really play a major role in motivating the

employees of the organization. It is a major factor that makes an employee feels good

in his work and results in his satisfaction too. The organization can still concentrate on

specific areas which are evolved from this study in order to make the motivational

programs more effective. Only if the employees are properly motivated- they work

well and only if they work well the organization is going to benefit out it. Steps should

be taken to improve the motivational programs procedure in the future. The

suggestions of this report may help in this direction.

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BIBLIOGRAPHY

WEBSITES : -

www.tfjbp.bsnl.co.in

www.tfmumbai.bsnl.co.in

www.google.com

www.easytraining.com

www.employeemotivationworkshop.com

BOOKS:

1. Strategic Human Resource Management – Kenneth A Kovach

2. Organizational Behaviour – Shashi K Gupta

3. Desire and Motivation in Indian Philosophy – Christopher G Framarin

NEWSPAPER:-

Times of India

India Today

Other

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