Table of Contents...

Pages
A systematic approach in achieving a high level of effectiveness and efficiency would be through a selection and recruitment process. To be able to achieve optimal amount of staff to be able to assure greater effectiveness proper selection and recruitment of people are essential................... 3 1.0 INTRODUCTION ............................................................................................................................ 3 1.1 INTRODUCTION TO RECRIUTMENT AND SELECTION ........................................................ 5 1.2 DEFINITION OF RECRUITMENT ................................................................................................ 5 1.3 OBJECTIVES: .................................................................................................................................. 6 1.4 PURPOSE AND IMPORTANCE OF RECRUITMENT: ................................................................ 6 2.0 RECRUITMENT STRATEGIES ..................................................................................................... 7 2.1 RECRUITMENT PROCESS ............................................................................................................ 9 2.1.1 INTERNAL SOURCES............................................................................................................. 9 2.1.2 EXTERNAL SOURCES ......................................................................................................... 10 2.1.3 MODERN SOURCES OF RECRUITMENT .......................................................................... 11 2.4 RECRUITMENT TECHNIQUES .................................................................................................. 13 2.4.1 TRADITIONAL TECHNIQUES INCLUDE .......................................................................... 13 2.4.2 MODERN TECHNIQUES ...................................................................................................... 13 2.5 SUB-SYSTEMS OF RECRUITMENT: ......................................................................................... 14 2.6 FACTORS AFFECTING RECRUITMEN:.................................................................................... 15 1) INTERNAL FACTORS ............................................................................................................... 15 2) EXTERNAL FACTORS .............................................................................................................. 15 2.7 CONSTRAINTS ............................................................................................................................. 15 3.0 RECRUITMENT POLICY ............................................................................................................. 16 3.1 IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES: ................................. 16 3.2 CENTRALISED V/s DECENTRALISED RECRUITMENT ........................................................ 16 3.3 MERITS OF CENTRALISED RECRUITMENT .......................................................................... 17 3.4 MERITS OF DECENTRALISED RECRUITMENT ..................................................................... 17 4.0 DEFINITION OF SELECTION ..................................................................................................... 18 4.1 SIGNIFICANCE OF SELECTION PROCESS .............................................................................. 18 4.2 SELECTION PROCESS ................................................................................................................ 19 5.0 SELECTION CAN BE CONDUCTED THROUGH: .................................................................... 22 5.1 INTERVIEW .............................................................................................................................. 22 5.2 OBJECTIVES OF INTERVIEWS.............................................................................................. 22 5.3 TYPES OF INTERVIEWS ......................................................................................................... 22 6.0 FINAL DECISION TAKEN BY THE LINE MANAGER ............................................................ 25

6.1 JOB OFFER .................................................................................................................................... 25 6.2 EMPLOYMENT ............................................................................................................................. 26 6.3 CONCLUDING THE SELECTION PROCESS: - ......................................................................... 26 7.0 EVALUATION OF SELECTION PROGRAMME: -.................................................................... 26 7.1 FOUR APPROACH TO SELECTION........................................................................................... 26 7.2 PROBLEMS IN EFFECTIVE SELECTION: - .............................................................................. 27 8.0 CONCLUSION ............................................................................................................................... 29 Definition of the term motivation and how can people be motivated to behave in term of efforts and direction they are taking. ............................................................................................................ 30 1.0 INTRODUCTION .......................................................................................................................... 30 1.1 DEFINITION .................................................................................................................................. 30 1.2 TYPES OF MOTIVATION ............................................................................................................ 31 1.3 IMPORTANCE OF MOTIVATION: ............................................................................................. 31 1.4 DETERMINANTS OF MOTIVATION ......................................................................................... 32 1.5 CHATACTERISTICS OF MOTIVATION .................................................................................... 33 1.6 PRINCIPLES OF EMPLOYEE MOTIVATION ........................................................................... 34 1.7 WHAT MOTIVATES? ................................................................................................................... 36 1.8 METHODS OF MOTIVATION ..................................................................................................... 37 2.0 CONTENT THEORIES.................................................................................................................. 39 a) Maslows Hierarchy of Needs ...................................................................................................... 40 b) ....................................................................................................................................................... 41 c) Dual Factor Theory ....................................................................................................................... 42 d) Achievement/Motivation Theory.................................................................................................. 42 2.2 PROCESS THEORIES ................................................................................................................... 42 a) b) c) d) e) Theory X & Y ........................................................................................................................... 43 Theory Z.................................................................................................................................... 44 Goal Setting Theory .................................................................................................................. 44 Expectancy Theory ................................................................................................................... 44 Equity Theory ........................................................................................................................... 45

3.0 INTEGRATION OF MOTIVATION THEORIES IN THE PROJECT ENVIRONMENT ........... 45 4.0 CONCLUSION ............................................................................................................................... 46

A systematic approach in achieving a high level of effectiveness and efficiency would be through a selection and recruitment process. To be able to achieve optimal amount of staff to be able to assure greater effectiveness proper selection and recruitment of people are essential.

1.0 INTRODUCTION
Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. It tries to secure the best from people by winning their whole hearted cooperation. In short, it may be defined as the art of procuring, developing and maintaining component workforce to achieve the goals of an organization in an effective and efficient manner.

The definition of Human Resource Management emphasizes the sphere of influence to encompass the strategic approach to manpower management in an organization. The process calls for a coherent objective to retain and increase employee head-count, any organizations most valued asset. This specialized study and application has come in the wake of realization that the employees of an organization, individually and collectively, are the main contributors to the achievement of business activities. The management of people hired by an organization involves employing people, designing and developing related resources and most importantly, utilizing and compensating their services to optimize business profitability via employee performance. Today, Human Resource Management operates in tune with other essential organizational requirements and co-exists with the topmost management cadre. Managing human resources within a company calls for a liaison between the organizations management personnel and the administration of the executive rungs. It thrives on the strength of the relationship between the management and workers of the company.

Human Resource Management involves the development of a perfect blend between traditional administrative functions and the well-being of all employees within an organization. Employee relation ratio is directly proportionate to the manner in which the employees are treated, in return for their imparted skills and experience. A Human Resource

Manager ideally empowers inter-departmental employee relationships and nurtures scope for down-the-rung employee communication at various levels .The field is a derivative of System Theory and Organizational Psychology. Human resource have earned a number of related interpretations in time, but continue to defend the need to ensure employee well-being. Every organization now has an exclusive Human Resource Management Department to interact with representatives of all factors of production. The department is responsible for the development and application of ongoing research on strategic advances while hiring, terminating and training staff. The Human Resource Management Department is responsible for: Understanding and relating to employees as well as individuals, thus identifying individual needs and career goals. Developing positive interactions between workers, to ensure collated and constructive enterprise productivity and development of a uniform organizational culture. Identify areas that suffer lack of knowledge and insufficient training and accordingly provide remedial measures in the form of workshops and seminars. Generate a rostrum for all employees to express their goals and provide the necessary resources to accomplish professional and personal agenda, essentially in that order. Innovate new operating practices to minimize risk and generate an overall sense of belonging and accountability. Recruiting the required workforce and making provisions for expressed and promised payroll and benefits. Implementing resource strategies to subsequently create and sustain competitive advantage. Empowerment of the organization, to successfully meet strategic goals by managing staff effectively.

1.1 INTRODUCTION TO RECRIUTMENT AND SELECTION

Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. Recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of efficient personnel.

Staffing is one basic function of management. All managers have responsibility of staffing function by selecting the chief executive and even the foremen and supervisors have a staffing responsibility when they select the rank and file workers. However, the personnel manager and his personnel department are mainly concerned with the staffing function.

Every organisation needs to look after recruitment and selection in the initial period and thereafter as and when additional manpower is required due to expansion and development of business activities. Right person for the right job is the basic principle in recruitment and selection. Ever organisation should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organisation/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates is essential. Human resource management in an organisation will not be possible if unsuitable persons are selected and employment in a business unit.

1.2 DEFINITION OF RECRUITMENT

Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Recruitment is a linking function-joining together those with jobs to fill and those seeking

It can also be defined as the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

Recruitment is only one of the steps in the entire employment process. It is generally followed by selection. It precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for the jobs in an organization, whereas the selection is the process of finding the most suitable candidate to the job out of the candidates attracted (i.e. recruited).

1.3 OBJECTIVES:
To attract people with multidimensional skills and experiences that suits the present and future organizational strategies. To infuse fresh blood with the all levels of the organization. To induct outsiders with a new perspective to lead the company. To develop an organizational culture that attracts competent people to the company. To search for headhunt /head pouch people whose skills fit the companies values. To devise methodologies for assessing psychological traits. To seek out non-conventional development grounds of talent. To search for talent globally and not just within the company. To anticipate and find people for positions that does not exist yet.

1.4 PURPOSE AND IMPORTANCE OF RECRUITMENT:

1. Determine the present and future requirements of the organization on conjunction with its

personnel-planning and job analysis activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants. 4. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time.

5. Meet the organizations legal and social obligations regarding the composition of its work force. 6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short term and long term. 8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates are encouraged to submit applications for the purpose of selection.

Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decided whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result in mediocre ones.

2.0 RECRUITMENT STRATEGIES

The recruitment strategies formulated by the companies include: In sourcing or Outsourcing: Companies recruit the candidates, employ them, train and develop them and utilize the human resources of these companies. This strategy is called Insourcing. Some organizations employ and develop the candidates with a view to provide the human resources to other companies which concentrate on manufacturing, servicing and such other activities.

 Vast and Fast Source: The fast developing IT industry and high technology oriented industry invariably require vast human resources within the short span of time. The best strategy to get vast human resources immediately is Internet.

Company Strategies

HRP

Job Analysis

Job vacancies at a future date Type Number of HRs

Recruitment Type Number

Applicants pool

Screening

Potential hires

Search for the prospective candidates Source: Traditional Modern

Stimulate them to apply Techniques Traditional Modern

Evaluation & Control

FIGURE 1 SOURCES OF RECRUITMENT

2.1 RECRUITMENT PROCESS

Traditional sources of recruitment The sources of recruitment are broadly divided into internal sources and external sources. Internal sources are sources within organizational pursuits. External sources are sources outside organizational pursuits.

2.1.1 INTERNAL SOURCES

These sources include Present permanent employees .Present Temporary/Casual employees Retrenched or retired employees Dependents of deceased, disabled, retired and present employees.

1. Present Permanent Employees: organizations consider the candidates from this source to higher level jobs due to: availability of most suitable candidates for jobs relatively or equally to the external source, to meet the trade union demands and due to the policy of the organization to motivate the present employees.

2. Present Temporary/Casual Employees: organizations find the source to fill the vacancies relatively at the lower level owing to the availability of suitable candidates or trade union pressures or in order to motivate them on the present job.

3. Retrenched or Retired Employees: Generally, a particular organization retrenches the employees due to lack of work. The organization takes the candidates for employment from the retrenched employees due to obligation, trade union pressure and the like. Sometimes, the organizations prefer to re-employee their retired employees as a token of their loyalty to the organization or to postpone some interpersonal conflicts for promotion etc.

4. Dependents of Deceased, Disabled, Retired and Present Employees: Some organizations function with a view to develop in the commitment and loyalty of not only employee but also his family members and to build up image and provide employment to

the dependent(s) of deceased, disabled, retired employees. Such organizations find this source as an effective source of recruitment.

2.1.2 EXTERNAL SOURCES

External sources include: Campus Recruitment Private Employment Agencies/Consultants Public Employment Agencies Professional Associations Data Banks Casual Applicants

Similar Organizations and Trade Unions

1.

Campus Recruitment: Different types of organizations like industries, business firms,

service organizations, social or religious organizations can get inexperienced candidates of different types from various educational institutions like colleges and universities imparting education in Science, Commerce, Arts, Engineering and Technology, Medicine, Management studies etc.

2.

Private Employment Agencies/Consultants: Private Employment Agencies or

Consultants like ABC consultants in India perform recruitment functions on behalf of a client company by charging fees. Line managers are relieved from recruitment functions so that they can concentrate on their operational activities and recruitment functions are entrusted to a private agency or consultants.

3. Public Employment Exchanges: The government set up Public Employment

Exchanges in the country to provide information about vacancies to the candidates and to help the organizations in finding out suitable candidates.

4. Professional Organizations: Professional Organizations maintain complete bio-data of

their members and provide the same to various organizations on requisition. They also act as an exchange between their members and recruiting firms in exchanging

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information, clarifying doubts etc. Organizations find this source more useful to recruit the experienced and professional employees like executives, managers, and engineers.

5. Data Banks: The management can collect the bio-data of the candidates from different
sources like employment exchange, educational training institutes, candidates etc. and feed them in the computer.

6.Casual Applicants: Depending upon the image of the organization, its prompt response,
participation of the organization in the local activities, level of unemployment, candidates apply casually for jobs through mail or handover the applications in the personnel department. This would be a suitable source for temporary and lower level jobs.

7. Similar Organizations: Generally, experienced candidates are available in the

organizations producing similar products or are engaged in similar business. This would be the most effective source for executive positions and for newly established organizations or expanded organizations.

8.Trade Unions: Generally, unemployed or under employed persons or employees seeking

change in employment put a word to the trade union leaders with a view to getting suitable employment due to latters intimacy with the management. Management decides about the sources depending upon the type of candidates needed, time lapse period etc. It has to select the recruitment technique(s) after deciding upon the source.

2.1.3 MODERN SOURCES OF RECRUITMENT

These include Walk in and consultant in, head hunting, body shaping, mergers and acquisitions, tele-recruitment and outsourcing.

1.

Walk-In: The busy organizations and the rapid changing companies do not find time to
perform various functions of recruitment. Therefore, they advise the potential candidates to attend for an interview directly and without a prior application on a specific date, time and at a specified place. The suitable candidates from among the interviews will be selected for appointment after screening the candidates through tests and interviews.

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2.

Consult-In: The busy and dynamic companies encourage the potential job
seekers to approach them personally and consult them regarding the jobs. The companies select suitable candidates from among such candidates through the selection process.

3.

Head-Hunting: The companies request the professional organizations to search for the
best candidates particularly for the senior executive positions. The professional organizations search for the most suitable candidates and advise the company regarding the filling up of the positions. Headhunters are also called search-consultants.

4. Body Shaping: Professional organizations and the hi-tech training institutes develop the pool of human resources for the possible employment. The prospective employers contact these organizations to recruit the candidates. Otherwise the organizations themselves approach prospective employers to place their human resources. These professional and training institutions are called body shoppers and these activities are known as body shopping. This is mostly used for computer professionals.

5. Mergers and Acquisitions: Business alliances like acquisitions, Mergers, and take-over
help in getting human resources. In addition companies do also have alliances in sharing their human resources on adhoc basis.

6. E-Recruitment: The technological revolution in telecommunications helped the

organizations to use Internet as a source of recruitment. Organizations advertise the job vacancies through the www. The job seekers send their applications through the email using Internet.

7. Outsourcing: Some organizations recently started developing human resource pool by

employing the candidates for them. These organizations do not utilize the human resources; instead they supply HRs to various companies based on their needs on temporary or adhoc basis.

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2.4 RECRUITMENT TECHNIQUES

Recruitment techniques are the means or media by which management contacts stimulate them to apply for jobs. Management uses different types of techniques to stimulate internal and external candidates. These techniques are classified as traditional techniques and modern techniques.

2.4.1 TRADITIONAL TECHNIQUES INCLUDE

Promotions: Most of the internal candidates would be stimulated to take up higher

responsibilities and express their willingness to be engaged in the higher-level jobs if the management gives them the assurance that they will be promoted to the next higher level.

Transfers: Employees will be stimulated to work in the new sections or places if the
management wishes to transfer them to places of their choice.

Advertising: It is widely accepted technique of recruitment, though it mostly provides

one-way communication. It provides the candidates in different sources, the information about the job and company and stimulates them to apply for the jobs. It includes advertising through different media like newspapers, magazines of all kinds, radio, TV etc.

This technique should aim at:

Attracting attention of the prospective candidates. Creating and maintaining interest and Stimulating action by the candidates.

2.4.2 MODERN TECHNIQUES Scouting: It means sending the representation of the organizations to various sources of recruitment with a view to persuading or stimulating the candidates to apply for jobs. The

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representatives provide information about the company and exchange information and to clarify the doubts of the candidates. Salary and Perks: Companies stimulate the prospective candidates by offering higherlevel salary, more perks, quick promotions etc. ESOPs: Companies recently started stimulating the employees by offering stock ownership to the employees through their Employees Stock Ownership Programmes (ESOPs).

2.5 SUB-SYSTEMS OF RECRUITMENT:

The recruitment process consists of the following four sub-functions: Finding out and developing the sources where the required number and kind of employees will be available.

Developing suitable techniques to attract the desirable candidates. Employing the techniques to attract candidates

Stimulating as many candidates as possible and asking them to apply for jobs irrespective of the number of candidates required.

Management has to attract more candidates in order to increase the selection ratio so that the most suitable candidate can be selected out of the total candidates available. Recruitment is positive as it aims at increasing the number of applicants and selection is somewhat negative as it selects the suitable candidates in which process; the unsuitable candidates are automatically eliminated. Though, the function of recruitment seems to be easy, a number of factors make performance of recruitment a complex one.

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2.6 FACTORS AFFECTING RECRUITMEN:

The following are the 2 important factors affecting Recruitment:-

1) INTERNAL FACTORS

Recruiting policy Temporary and part-time employees Recruitment of local citizens Engagement of the company in HRP Companys size Cost of recruitment Companys growth and expansion

2) EXTERNAL FACTORS
Supply and Demand factors Unemployment Rate Labour-market conditions Political and legal considerations Social factors Economic factors Technological factors

2.7 CONSTRAINTS
If a firm has a poor image in the market, many of the prospective candidates may not even apply for vacancies advertised by the firm. If the job is not attractive, qualified people may not even apply. Any job that is viewed as boring, hazardous, anxiety producing, lowpaying, or lacking in promotion potential seldom will attract a qualified pool of applicants. Recruiting efforts require money. Sometimes because of limited resources, organizations may not like to carry on the recruiting efforts for long periods of time, this can, ultimately, constrain a recruiters effort to attract the best person for the job. Government policies often come in the way of recruiting people as per the rules of the company or on the basis of merit/seniority, etc. For example, reservations to specific groups (such as scheduled castes, scheduled tribes, backward castes, physically handicapped and disabled persons, exservicemen, etc.) have to be observed as per constitutional provisions while filling up

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vacancies in government corporations, departmental undertakings, local bodies, quasigovernment organizations, etc.

3.0 RECRUITMENT POLICY

Recruitment policy of any organization is derived from the personnel policy of the same organization. In other words the former is a part of the latter. However, recruitment policy by itself should take into consideration the governments reservation policy, policy regarding sons of soil, etc., personnel policies of other organizations regarding merit, internal sources, social responsibility in absorbing minority sections, women, etc. Recruitment policy should commit itself to the organisations personnel policy like enriching the organisations human resources or servicing the community by absorbing the retrenched or laid-off employees or casual/temporary employees or dependents of present/former employees, etc. The following factors should be taken into consideration in formulating recruitment policy. They are:1. Government policies 2. Personnel policies of other competing organizations 3. Organisations personnel policies 4. Recruitment sources 5. Recruitment needs 6. Recruitment cost 7. Selection criteria and preference.

3.1 IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES:

Recruitment policies are mostly drawn from personnel policies of the organization. According to Dale Yoder and Paul D. Standoher, general personnel policies provide a wide variety of guidelines to be spelt out in recruitment policy. After formulation of the recruitment policies, the management has to decide whether to centralize or decentralize the management has to decide whether to centralize or decentralize the recruitment function.

3.2 CENTRALISED V/s DECENTRALISED RECRUITMENT

Recruitment practices vary from one organization to another. Some organizations like commercial banks resort to centralized recruitment while some organizations like the Indian

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Railway resort to decentralized recruitment practices. Personnel department at the central office performs all the functions of recruitment in case of centralized recruitment and personnel.

3.3 MERITS OF CENTRALISED RECRUITMENT

Average cost of recruitment per candidate/unit should be relatively less due to economies of scale. It would have more expertise available to it. It can ensure broad uniformity among human resources of various units/zones in respect of education, skill, knowledge, talent, etc. It would generally be above malpractices, abuse of powers, favouritism, bias, etc. It would facilitate interchangeability of staff among various units/zones. It enables the line managers of various units and zones to concentrate on their operational activities by relieving them from the recruiting functions. It enables the organization to have centralized selection procedure, promotional and transfer procedure, etc. It ensures the most effective and suitable placement to candidates. It enables centralized training programmes which further brings uniformity and minimizes average cost of staff.

3.4 MERITS OF DECENTRALISED RECRUITMENT

The unit concerned concentrates only on those sources/places wherein normally gets the suitable candidates. As such the cost of recruitment would be relatively less. The unit gets most suitable candidates as it is well aware of the requirements of the job regarding culture, traditional, family background aspects, local factors, social factors, etc. Units can recruit candidates as and when they are required without any delay. The units would enjoy freedom in finding out, developing the sources, in selecting and employing the techniques to stimulate the candidates. The unit would relatively enjoy advantage about the availability of information, control and feedback and various functions/processes. The unit would enjoy better familiarity and control over the employees it recruits rather than on employees selected by the central recruitment agency.

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Both the systems of recruitment would suffer from their own demerits. Hence, the management has to weigh both the merits and demerits of each system before making a final decision about centralizing or decentralizing the recruitment. Alternatively management may decentralize the recruitment of certain categories of employees preferably middle and top level managerial personnel and centralize the recruitment of other categories of employees preferably lower level positions in view of the nature of the jobs and suitability of those systems for those categories of positions. The management has to find out and develop the sources of recruitment after deciding upon centralizing or decentralizing the recruitment function.

4.0 DEFINITION OF SELECTION

The selection procedure is the system of functions and devices adopted in a given company to ascertain whether the candidates specifications are matched with the job specifications and requirements or not.

Selection is the process of finding out the most suitable candidate to the job out of the candidates recruited.

The selection procedure cannot be effective until and unless 1. Requirements of the job to be filled have been clearly specified (Job Analysis etc.). 2. Employee Specifications (physical, mental, social behavioral etc.) have been clearly specified.

3. Candidates for screening have been attracted.

4.1 SIGNIFICANCE OF SELECTION PROCESS

The ability of an organization is to attain its goals effectively and to develop in a dynamic environment largely depends upon the effectiveness of its selection programme. If right personnel are selected, the remaining functions of Personnel Management become easier, the employee contribution and commitment will be at an optimum level and employee-employer relations will be congenial.

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FIGURE 2 SHOWS THE SELECTION PROCESS

4.2 SELECTION PROCESS

1. Job Analysis:
It is the basis for selecting the right candidate. Every organization should finalize the job analysis, job description, job specification and employee specifications before proceeding to the next step of selection.

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2. Human Resource Plan:

Every company plans for the required number of and kind of employees for a future date. This is the basis for recruitment function.

3. Recruitment:
It refers to the process of searching for prospective employees and stimulating them to apply for jobs in an organization.

4. Development Bases for Selection:

The company has to select the appropriate candidates from the applicants pool. The company develops or borrows the appropriate bases for screening the candidates in order to select the appropriate candidates for the jobs.

5. Resume/Bio-data/CV:
This is also known as application form. The technique of application form or CV is traditional and widely accepted for securing information from the prospective candidates. It can also be used as a device to screen the candidates at the preliminary level. Information is generally required on the following items in the application forms: i. ii. iii. iv. v. vi. Personal background information Educational attainments Work experiences Salary Personal details References

6. Written Examination:
The organizations have to conduct written examination for the qualified candidates after they are screened on the basis of the application blanks so as to measure the candidates ability in arithmetical calculations, to know the candidates attitude towards the job, to measure the candidates aptitude, reasoning, communication, knowledge in various disciplines.

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7. Preliminary Interviews:
The preliminary interview is to solicit necessary information from the prospective applicants and to assess the applicants suitability to the job. It is useful as a process of eliminating the undesirable and unsuitable candidates. They are short and known as stand-up interviews or screening interviews.

8. Test:
Psychological tests play a vital role in employee selection. A Psychological test is essentially an objective and standardized measure of sample behavior from which inferences about future behavior and performance of the candidate can be drawn. The following are the type of tests taken:

Ability tests:Assist in determining how well an individual can perform tasks related to the job. An excellent illustration of this is the typing tests given to a prospective employer for secretarial job. Also called as ACHEIVEMENT TESTS. It is concerned with what one has accomplished. When applicant claims to know something, an achievement test is taken to measure how well they know it. Trade tests are the most common type of achievement test given. Questions have been prepared and tested for such trades as asbestos worker, punchpress operators, electricians and machinists. There are, of course, many unstandardised achievement tests given in industries, such as typing or dictation tests for an applicant for a stenographic position.

Aptitude test: Aptitude tests measure whether an individuals has the capacity or latent ability to learn a given job if given adequate training. The use of aptitude test is advisable when an applicant has had little or no experience along the line of the job opening. Aptitudes tests help determine a persons potential to learn in a given area. An example of such test is the general management aptitude tests (GMAT), which many business students take prior to gaining admission to a graduate business school programme. Aptitude test indicates the ability or fitness of an individual to engage successfully in any number of specialized activities. They cover such areas clerical aptitude, numerical aptitude, mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity.

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These tests help to detect positive negative points in a persons sensory or intellectual ability. They focus attention on a particular type of talent such as learning or reasoning in respect of a particular field of work.

5.0 SELECTION CAN BE CONDUCTED THROUGH:

5.1 INTERVIEW
Final interview is usually followed by testing. This is the most essential step in the process of selection. In this step, the interviewer matches the information obtained about the candidate through various means to the job requirements and to the information obtain through his own observation during the interview.

5.2 OBJECTIVES OF INTERVIEWS

Interview has at least three objectives and they are a follows: 1) Helps obtain additional information from the applicants 2) Facilitates giving general information to the applicants such as company policies, job, products manufactured and the like 3) Helps build the companys image among the applicants.

5.3 TYPES OF INTERVIEWS

Interviews can be of different types. There interviews employed by the companies.

Following are the various types of interview: 1) Informal Interview: An informal interview is an oral interview and may take place anywhere. The employee or the manager or the personnel manager may ask a few almost inconsequential questions like name, place of birth, names of relatives etc. either in their respective offices or anywhere outside the plant of company. It is not planned and nobody prepares for it. This is used widely when the labour market is tight and when you need workers badly.

2) Formal Interview:

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Formal interviews may be held in the employment office by he employment office in a more formal atmosphere, with the help of well structured questions, the time and place of the interview will be stipulated by the employment office.

3) Non-directive Interview: Non-directive interview or unstructured interview is designed to let the interviewee speak his mind freely. The interviewer has no formal or directive questions, but his all attention is to the candidate. He encourages the candidate to talk by a little prodding whenever he is silent e.g. Mr. Ray, please tell us about yourself after youre graduated from high school. The idea is o give the candidate complete freedom to sell him, without the encumbrances of the interviewers question. But the interviewer must be of higher caliber and must guide and relate the information given by the applicant to the objective of the interview.

4) Depth Interview: It is designed to intensely examine the candidates background and thinking and to go into considerable detail on particular subjects of an important nature and of special interest to the candidates. For example, if the candidate says that he is interested in tennis, a series of questions may be asked to test the depth of understanding and interest of the candidate. These probing questions must be asked with tact and through exhaustive analysis; it is possible to get a good picture of the candidate.

5) Stress Interview: It is designed to test the candidate and his conduct and behavior by him under conditions of stress and strain. The interviewer may start with Mr. Joseph, we do not think your qualifications and experience are adequate for this position, and watch the reaction of the candidates. A good candidates will not yield, on the contrary he may substantiate why he is qualified to handle the job. This type of interview is borrowed from the Military organisation and this is very useful to test behaviour of individuals when they are faced with disagreeable and trying situations. 6) Group Interview: It is designed to save busy executives time and to see how the candidates may be brought together in the employment office and they may be interviewed.

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7) Panel Interview: A panel or interviewing board or selection committee may interview the candidate, usually in the case of supervisory and managerial positions. This type of interview pools the collective judgment and wisdom of the panel in the assessment of the candidate and also in questioning the faculties of the candidate.

8) Sequential Interview: The sequential interview takes the one-to-one a step further and involves a series of interview, usually utilizing the strength and knowledgebase of each interviewer, so that each interviewer can ask questions in relation to his or her subject area of each candidate, as the candidate moves from room to room.

9) Structures Interview: In a structured interview, the interviewer uses preset standardized questions, which are put to all the interviewees. This interview is also called as Guided or Patterned interview. It is useful for valid results, especially when dealing with the large number of applicants

10) Unstructured Interview: It is also known as Unpatented interview, the interview is largely unplanned and the interviewee does most of the talking. Unguided interview is advantageous in as much as it leads to a friendly conversation between the interviewer and the interviewee and in the process, the later reveals more of his or her desire and problems. But the Unpatented interview lacks uniformity and worse, this approach may overlook key areas of the applicants skills or background. It is useful when the interviewer tries to probe personal details of the candidate it analyses why they are not right for the job.

11) Mixed Interview: In practice, the interviewer while interviewing the job seekers uses a blend of structured and structured and unstructured questions. This approach is called the Mixed Interview. The structured questions provide a base of interview more conventional and permit greater insights into the unique differences between applicants.

12) Telephone Interviews:

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Have a copy of your resume and any points you want to remember to say nearby. If you are on your home telephone, make sure that all roommates or family members are aware of the interview (no loud stereos, barking dogs etc.). Speak a bit slower than usual. It is crucial that you convey your enthusiasm verbally, since the interviewer cannot see your face. If there are pauses, do not worry; the interviewer is likely just taking some notes.

6.0 FINAL DECISION TAKEN BY THE LINE MANAGER

He has to make the final decision whether to select or reject a candidate after soliciting the required information through different techniques. The line manager has to make much care in taking the final decision not only because of economic implications and of the decisions but also because of behavioral and social implications. After obtaining information through the preceding steps, selection decision- the most critical of all the steps- must be made. The other stages in the selection process have been used to narrow the number of the candidates. The final decision has to be made the pool of individuals who pas the tests, interviews and reference checks. The view of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection.

6.1 JOB OFFER

The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. Thos is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city, which means considerable preparation, and movement of property. The company may also want the individual to delay the date of reporting on duty. If the new employees first job upon joining the company is to go on company until perhaps a week before such training begins. Naturally, this practice cannot be abused, especially if the individual is unemployed and does not have sufficient finances.

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Decency demands that the rejected applicants be informed about their non-selection. Their applicants may be preserved for future use, if any. It needs no emphasis that the applications of selected candidates must also be preserved for the future references.

6.2 EMPLOYMENT
The company may modify the terms and conditions of employment as requested by the candidate. The company employs those candidates who accept the job offer with or without modification of terms and conditions of employment and place them on the job.

6.3 CONCLUDING THE SELECTION PROCESS: Contrary to popular perception, the selection process will not end with executing the employment contract. There is another step amore sensitive one reassuring those candidates who have not selected, not because of any serious deficiencies in their personality, but because their profile did not match the requirement of the organisation. They must be told that those who were selected were done purely on relative merit.

7.0 EVALUATION OF SELECTION PROGRAMME: The broad test of the effectiveness of the selection process is the quality of the personnel hired. An organisation must have competent and committed personnel. The selection process, if properly done, will ensure availability of such employees. How to evaluate the effectiveness of a selection programme? A periodic audit is the answer. People who work independent of HR department must conduct audit. The table below contains an outline that highlights the areas and questions to be covered in a systematic evaluation.

7.1 FOUR APPROACH TO SELECTION

1). Ethnocentric Selection: In this approach, staffing decisions are made at the organizations headquarters. Subsidiaries have limited autonomy, and the employees from the headquarters at home and abroad fill key jobs. Nationals from the parent country dominate the organisations at home and abroad.

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2). Polycentric Selection: In polycentric selection, each subsidiary is treated as a distinct national entity with local control key financial targets and investment decisions. Local citizens manage subsidiaries, but the key jobs remain with staff from the parent country. This is the approach, which is largely practiced in our country 3). Regiocentric Selection: Here, control within the group and the movements of staff are managed on a regional basis, reflecting the particular disposition of business and operations within the group. Regional managers have greater discretion in decision. Movement of staff is largely restricted to specific geographical regions and promotions to the jobs continue to be dominated by managers from the parents company. 4). Geocentric Staffing: In this case, business strategy is integrated thoroughly on global basis. Staff development and promotion are based on ability, not nationality. The broad and other parts of the top management structure are thoroughly international in composition. Needless to say, such organisations are uncommon

7.2 PROBLEMS IN EFFECTIVE SELECTION: The main objective of selection is to hire people having competence and commitment. This objective s often defeated because of certain barriers. The impediments, which check effectiveness of selection, are perception, fairness, validity, reliability and pressure. a. Perception: Our inability to understand others accurately is probably the most fundamental barrier to selecting the right candidate. Selection demands an individual or a group of people to assess and compare the respective competencies of others, with the aim of choosing the right persons for the jobs. But our views are highly personalized. We all perceive the world differently. Our limited perceptual ability is obviously a stumbling block to the objective and rational selection of the people.

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b. Fairness: Fairness in selection requires that no individual should be discriminated against on the basis of religion, region, race or gender. But the low numbers of women and other less privileged sections of the society in middle and senior management positions and open discrimination on the basis of age in job advertisements and in the selection process would suggest that all the efforts to minimize inequity have not been effective. c. Validity: Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A test that has been validated can differentiate between the employees who perform well and those who will not. However, a validated test does not predict job success accurately. It can only increase possibility of success. d. Reliability: A reliable method is one, which will produce consistent results when repeated in similar situations. Like validated test, a reliable test may fail to predict job performance with precision. e. Pressure: Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and peers to select particular candidates. Candidates selected because of compulsions are obviously not the right ones. Appointments to public sectors undertakings generally take place under such pressures.

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8.0 CONCLUSION
The human element of organization is the most crucial asset of an organization. Taking a closer perspective -it is the very quality of this asset that sets an organization apart from the others, the very element that brings the organizations vision into fruition. Thus, one can grasp the strategic implications that the manpower of an organization has in shaping the fortunes of an organization. This is where the complementary roles of Recruitment and Selection come in. The role of these aspects in the contemporary organization is a subject on which the experts have pondered, deliberated and studied, considering the vital role that they obviously play. The essence of recruitment can be summed up as the philosophy of attracting as many applicants as possible for given jobs. The face value of this definition is what guided recruitment activities in the past. These days, however, the emphasis is on aligning the organizations objectives with that of the individuals. By making this a priority, an organization safeguards its interests and standing. After all, a satisfied workforce is a stable workforce which also ensures that an organization has credible and reliable performance. Ina bid to underscore this subtle point, the project examines the various processes and nuances one of the most critical activities of an organization. The end result of the recruitment process is essentially a pool of applicants. Next to recruitment, the logical step in the HR process is the selection of qualified and competent people. As such, this process concentrates on differentiating between applicants in order to identify and hire- those individuals whose abilities are consistent with the organizations requirements. The reader will do well to note that the transition between the 2 activities is not stringent. The 2 activities basically have one aim- to yield a perfect employee for the organization. Nor are these activities typecast. Every organization tailors the processes keeping in mind the nature of the organization, its needs and constraints.

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Definition of the term motivation and how can people be motivated to behave in term of efforts and direction they are taking.

1.0 INTRODUCTION
The term motivation has its origin in the Latin word mover which means to move. Thus, motivation stands for movement. One can get a donkey to move by using a carrot or a stick, with people one can use incentives, or threats or reprimands. However, these only have a limited effect. These work for a while and then need to be repeated, increased or reinforced to secure further movement. The term motivation may be defined as the managerial function of ascertaining the motives of subordinates and helping them to realize those motives.

1.1 DEFINITION
According to DUBIN, motivation could be defined as the complex of forces starting and keeping a person at work in an organization. Motivation is something that moves the person to action, and continues him in the course of action already initiated. Motivation refers to the way a person is enthused at work to intensify his/her desire and willingness to use and channelize his/her energy for the achievement of organizational objectives. It is something that moves a person into action wand continue him in the course of action enthusiastically. The role of motivation is to develop and intensify the desire in every member of the organization to work effectively and efficiently in his position.

In the words of DALTON E. McFarland, motivation is the way in which urges, desires, aspiration, striving or needs direct, control or explain the behavior of human being. Motivation has very close relationship with the behavior. It explains how and way the human behavior is caused. According to McFarland, motivation is a form of tension occurring within individual, with resulting behavior aimed at reducing, eliminating or diverting the tension. Understanding the needs and drives and their resulting tensions helps to explain and predict human behavior ultimately providing a sound basis for managerial decision and action. Thus, motivation is the term, which applies to the entire class of urges, drives, desires, needs and similar forces.

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1.2 TYPES OF MOTIVATION

Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure. Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are rewards like money and grades, coercion and threat of punishment.

1.3 IMPORTANCE OF MOTIVATION:

Motivation is a very important for an organization because of the following benefits it provides:1. Puts human resources into action Every concern requires physical, financial and human resources to accomplish the goals. It is through motivation that the human resources can be utilized by making full use of it. This can be done by building willingness in employees to work. This will help the enterprise in securing best possible utilization of resources. 2. Improves level of efficiency of employees

The level of a subordinate or a employee does not only depend upon his qualifications and abilities. For getting best of his work performance, the gap between ability and willingness has to be filled which helps in improving the level of performance of subordinates. This will result into Increase in productivity, Reducing cost of operations, and Improving overall efficiency.

2.

Leads to achievement of organizational goals

The goals of an enterprise can be achieved only when the following factors take place : There is best possible utilization of resources, There is a co-operative work environment, The employees are goal-directed and they act in a purposive manner,

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 Goals can be achieved if co-ordination and co-operation takes place simultaneously which can be effectively done through motivation.

3.

Builds friendly relationship

Motivation is an important factor which brings employees satisfaction. This can be done by keeping into mind and framing an incentive plan for the benefit of the employees. This could initiate the following things: Monetary and non-monetary incentives, Promotion opportunities for employees, Disincentives for inefficient employees. In order to build a cordial, friendly atmosphere in a concern, the above steps should be taken by a manager. This would help in: Effective co-operation which brings stability, Industrial dispute and unrest in employees will reduce, The employees will be adaptable to the changes and there will be no resistance to the change, This will help in providing a smooth and sound concern in which individual interests will coincide with the organizational interests, This will result in profit maximization through increased productivity.

1.4 DETERMINANTS OF MOTIVATION

Traditionally it is believed that employees are motivated by the opportunity to make as much money as possible and will act rationally to maximize their earnings. The assumption is that money, because what it can buy is the most important motivator of all people. If this is so, why do some employees oppose the introduction of piece rate plans and others refuse to take overtime. Obviously in place of the above monistic approach (men motivated by money alone) a pluralistic explanation is required. According to the pluralistic approach men work to fulfil variety of needs. Three types of forces generally influence human behaviour: (1) Forces operating within the individual (2) forces operating within the organization and (3) forces

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operating in the environment.

1. The individual: Human needs are both numerous and complex. Some of these needs cannot be described and identified because people hide their real needs under the cover of socially accepted behaviour. Further, each person is different and variety of items may prove to be motivating depending upon the needs of the individual, the situation the individual is in and what rewards the individual expects for the work done. It is the duty of the manager to match individual needs and expectations to the type of rewards available in the job setting. 2. The organization: The climate in the organization must be conducive to human performance. Climate plays an important part in determining workers motivation. The climate in an organization is determined by a number of variables such as its leadership styles, autonomy enjoyed by members, growth prospects, emotional support from members, reward structure etc. 3. The environment: A worker does not live in two separate worlds, one inside the factory and the other outside it. The troubles and pleasures of off the job life cannot be put aside when reporting for work in the morning nor can factory matters be dropped when returning home after work. On the job experiences and off the job experiences are inextricably interwoven and cannot be separated in to water tight compartments. Culture, norms, customs, images and attributes accorded by society to particular jobs, professionals and occupation and the workers home life all play a strong motivation role. An individual may prefer to do the job of an officer (because it has social status and gives a lot of power) rather than serve as a college teacher (powerless position). In other words factor such as social status and social acceptance play an important role in shaping the motivations of people.

1.5 CHATACTERISTICS OF MOTIVATION

1. Motivation is a psychological Concept: Motivation should come from inside each individual. There are two desiring factors in motivation- (a) Fundamental needs, such as food, clothes and shelter and (b) Ego-satisfaction

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including self-esteem, recognition from others, opportunities for achievements, selfdevelopment and self actualization which act as powerful though unconscious, motivator of behaviour. Inner motivation can be more devisor for behaviour than any external influence. 2. The whole Individual is motivated, not part of Him:A person's basic needs determine to a great extent what he will try to do at any given time. All these need are inter-related because each individual is an integrated organized whole. 3. Motivation is an unending Process: Man is a social animal. As a social animal he has innumerable wants which induce him to work. If one basic need is adequately satisfied for a given individual it loses power as a motivator and does into determine his current behaviour but at the same time other s needs continue to emerge. Wants are innumerable and cannot be satisfied at one time. It is an unending process so the process of motivation is also unending to induce the person to satisfy is innumerable wants. 4. The self-concept as a Unifying Force: According to Geller-man unifying forces run through each individual's history, Unifying force means the drive to actual his image of himself. The outline of a person's self image are fairly well checked in early childhood and thereafter do not act inertly change for example, a child who easily seems himself as a leader, will if possible try to behave that way in later life. Thus, two things that individual is always trying to do are (a) to act like the person, his things he is, and (b) to get what he things, he can.

1.6 PRINCIPLES OF EMPLOYEE MOTIVATION

Following are the important principles of motivation1. Principle of participation- It is one of the most important principle of motivation that people in the organization should be induced to participate in decision-making process in matters concerning them. Participation makes people more interested and increase their enthusiasm in the job.

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2. Principle of communication- Communication helps make work purposeful, gives meaning to the job and makes people feel important in the organization. Two-way communication- upward and downward is more meaningful in motivating the workers.

3. Principle of recognition- People will be motivated to work hard if they get continuing recognition for their efforts. If superiors have a praise for outstanding performance, a credit for efficient service and an appreciation of good work for their subordinates, they will feel satisfied from their work and, they will have a feeling of being approved for their work.

4. Principle of delegation of authority- Giving people authority to make their own decision, gives them a vested interest in the result they accomplish and they feel that they are a part of the organization.

5. Principle of individuality- The management should ascertain first the needs, craving satisfaction in the particular individuals mind and then motivating situation should be created. Everyone should be treated differently in a way that they all feel important for the organization.

6. Principle of guidance- The job of the management is to guide his sub-ordinates towards the attainment of goals. The managers should give suggestions instead of orders.

7. Principle of confidence- The management should show confidence in its subordinates. This will instill confidence in them. This will motivate them to do their best. In fact the management must create a feeling of belonging, team spirit and group cohesiveness among them by following the above principles.

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1.7 WHAT MOTIVATES?

One approach to employee motivation has been to view "add-ins" to an individual's job as the primary factors in improving performance. Endless mixes of employee benefits such as health care, life insurance, profit sharing, employee stock ownership plans, exercise facilities, subsidized meal plans, child care availability, company cars, and more have been used by companies in their efforts to maintain happy employees in the belief that happy employees are motivated employees. Many modern theorists, however, propose that the motivation an employee feels toward his or her job has less to do with material rewards than with the design of the job itself. Studies as far back as 1950 have shown that highly segmented and simplified jobs resulted in lower employee morale and output. Other consequences of low employee motivation include absenteeism and high turnover, both of which are very costly for any company. As a result, "job enlargement" initiatives began to crop up in major companies in the 1950s. On the academic front, Turner and Lawrence suggested that there are three basic characteristics of a "motivating" job: 1. It must allow a worker to feel personally responsible for a meaningful portion of the work accomplished. An employee must feel ownership of and connection with the work he or she performs. Even in team situations, a successful effort will foster awareness in an individual that his or her contributions were important in accomplishing the group's tasks. 2. It must provide outcomes which have intrinsic meaning to the individual. Effective work that does not lead a worker to feel that his or her efforts matter will not be maintained. The outcome of an employee's work must have value to himself or herself and to others in the organization. 3. It must provide the employee with feedback about his or her accomplishments. A constructive, believable critique of the work performed is crucial to a worker's motivation to improve. Empowerment gives autonomy and allows an employee to have ownership of ideas and accomplishments, whether acting alone or in teams. Quality circles and the increasing occurrence of teams in today's work environments give employees opportunities to reinforce the importance of the work accomplished by members as well as receive feedback on the efficacy of that work.

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1.8 METHODS OF MOTIVATION

There are as many different methods of motivating employees today as there are companies operating in the global business environment. Still, some strategies are prevalent across all organizations striving to improve employee motivation. The best employee motivation efforts will focus on what the employees deem to be important. It may be that employees within the same department of the same organization will have different motivators. Many organizations today find that flexibility in job design and reward systems has resulted in employees' increased longevity with the company, improved productivity, and better morale. 1. EMPOWERMENT, giving employees more responsibility and decision-making authority increases their realm of control over the tasks for which they are held responsible and better equips them to carry out those tasks. As a result, feelings of frustration arising from being held accountable for something one does not have the resources to carry out are diminished. Energy is diverted from self-preservation to improved task accomplishment.

2. CREATIVITY AND INNOVATION, at many companies, employees with creative ideas do not express them to management for fear that their input will be ignored or ridiculed. Company approval and toeing the company line have become so ingrained in some working environments that both the employee and the organization suffer. When the power to create in the organization is pushed down from the top to line personnel, employees who know a job, product, or service best are given the opportunity to use their ideas to improve it. The power to create motivates employees and benefits the organization in having a more flexible work force, using more wisely the experience of its employees, and increasing the exchange of ideas and information among employees and departments. These improvements also create an openness to change that can give a company the ability to respond quickly to market changes and sustain a first mover advantage in the marketplace.

3. LEARNING, if employees are given the tools and the opportunities to accomplish more, most will take on the challenge. Companies can motivate employees to achieve more by committing to perpetual enhancement of employee skills. Accreditation and licensing programs for employees are an increasingly popular and effective way to bring about

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growth in employee knowledge and motivation. Often, these programs improve employees' attitudes toward the client and the company, while bolstering self-confidence. Supporting this assertion, an analysis of factors which influence motivation-to-learn found that it is directly related to the extent to which training participants believe that such participation will affect their job or career utility.

4. QUALITY OF LIFE, the number of hours worked each week by American workers is on the rise, and many families have two adults working those increased hours. Under these circumstances, many workers are left wondering how to meet the demands of their lives beyond the workplace. Often, this concern occurs while at work and may reduce an employee's productivity and morale. Companies that have instituted flexible employee arrangements have gained motivated employees whose productivity has increased. Programs incorporating flextime, condensed workweeks, or job sharing, for example, have been successful in focusing overwhelmed employees toward the work to be done and away from the demands of their private lives.

5. MONETARY INCENTIVE for all the championing of alternative motivators, money still occupies a major place in the mix of motivators. The sharing of a company's profits gives incentive to employees to produce a quality product, perform a quality service, or improve the quality of a process within the company. What benefits the company directly benefits the employee. Monetary and other rewards are being given to employees for generating cost-savings or process-improving ideas, to boost productivity and reduce absenteeism. Money is effective when it is directly tied to an employee's ideas or accomplishments. Nevertheless, if not coupled with other, non monetary motivators, its motivating effects are short-lived. Further, monetary incentives can prove

counterproductive if not made available to all members of the organization. As per the highlight of the question how can people be motivated in term of efforts and direction they are taking at the work place will be explained in the following expose. According to Handy (1999) each individual has a motivation calculus mechanism which is used for precedent setting decisions. This motivation calculus is primarily concerned with energising behaviour, direction of behaviour and sustaining behaviour. Handy argues that the motivation to act is based on the salience or strength of a need or needs and that this

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expectancy E will lead to an appropriate result and the instrumentality of E in reduci ng the need(s) where: E = Effort, Energy, Enthusiasm and Expenditure of Time, Resources and Passion.

FIGURE 3 SHOWS MODEL OF BASIC MOTIVATION PROCESS (After Kirchner and Dunnette (1965) in Porter & Steers (1975))

2.0 CONTENT THEORIES

FIGURE 4 SHOWS INTERRALATES OF CONTENT MOTIVATION THEORIES (Verma 1996, p. 69)

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Content theories of motivation focus on the specific factors in individuals or their environments that determine behaviour. Four content theories of motivation are briefly presented here. (a) Maslow (b) ERG (c) Dual Factor (d) Achievement/ Motivation Figure 2 illustrates the inter-relatedness of some of the content theories the recurrent themes and keywords.

a) Maslows Hierarchy of Needs

Maslows need theory of motivation is characterized by a simple five layer pyramid of needs in a hierarchy. Physiological needs are at the lowest level and self actualisation is the highest level (Figure 5).

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According to this theory all lower level need must be satisfied prior to the next level of needs being satisfied. For example it would not be possible for a person to have unsatisfied physiological or safety needs but satisfied or seeking satisfaction of social needs (sometimes called affiliation, esteem by others or belonging needs). Once a person has achieved a certain level of need satisfaction, say esteem or self actualization, they are more easily re-satisfied if lost compared to their initial satisfaction. In practical terms a project team member joining a project team will need to satisfy social needs. If he or she feels insecure for any reason there is no possibility for that member to satisfy social needs whilst safety or security needs go unsatisfied. Physiological needs are those of physical wellbeing including food and shelter. Safety needs include security in a physical and emotional sense. Social needs are those of esteem by others and being one of a group. Esteem is really self-esteem and confidence. Self actualisation is the highest level of satisfaction. People who have great feelings of worth through their work, or other situations are self actualised. It is the prime goal to aim for team members to be self actualised through their work.

b) ERG Needs Theory

This is a theory based on three basic human needs according to Alderfer: E = Existence R = Relatedness G = Growth Existence: This is similar to Maslows lowest level physiological and safety needs. Relatedness: This is similar to Maslows social needs. Growth: This is similar to Maslows highest level needs or motivators in the Dual Theory perspective.

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c) Dual Factor Theory

Herzbergs Dual Factor or what some call Motivation Hygiene Theory is a need theory involving Motivators and Hygiene Factors. Hygiene Factors are similar to the lower three needs in Maslows theory and the Motivators are similar to the two higher level needs in Maslows hierarchy (Figure 73. McKenna (2006) in Table 4.1, p.99 lists characteristics of the two factors. Essentially a personal can be very satisfied on Hygiene Factors but unsatisfied on Motivators and vice versa. Good pay and conditions in a project do not counterbalance the nature of the project itself or the need for a team member or project manager to gain person growth. In other words it is not possible to substitute Motivators with Hygiene Factors. This is important for project managers to realize when they are developing a motivational calculus for their team members.

d) Achievement/Motivation Theory
McClellands theory focuses on the need people have to achieve. The desire to achieve is a motivator. The need to compete and win is a motivator. This should inform a team leader or project manager on the importance of opportunities to achieve for team members. This need to achieve is a learned need/behaviour. It is not innate but activated by the external environment. Childhood experiences play an important part in the formation of this need in a person. Experience and age contribute to the strength of this need. It is not necessarily predominant in all people.

2.2 PROCESS THEORIES

Process theories of motivation concentrate on understanding of the processes by which behaviour is energized and sustained. Also, the individuals perception of the situation rather than objective reality is considered. Set out below are five process theories. These are not meant to be comprehensive but do give a good coverage of the theoretical perspective.

Theory X & Y Theory Z Goal Setting Theory Expectancy Theory

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 Equity theory

a) Theory X & Y
McGregors theory divides perceptions by managers into two categories: X and Y. Figure 4 illustrate the stereotypic perspectives collected under the two categories. In this theory managers who view human nature to be roughly in line with the perspectives set out under Theory X tend towards an autocratic authoritarian style of motivation and leadership. Those managers who believe human nature to be more accurately reflected by perception shown under Theory Y are likely to adopt participative management approaches. Motivation is through an open style of management which allows people to satisfy higher level needs.

Figure 6 shows: McGregors Theory X and Theory Y

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b) Theory Z
Theory Z was a response by Ouchi to the McGregors Theory X and Y. It is not an extension but a development of the concepts raised by Theory X and Y based on the consideration of Japanese industry and the motivation of Japanese workers. The cultural difference between Western (particularly American motivational context) and Japanese is important to consider here. In Japan, although changing now with the rapid pace of globalisation, the concept of life-long employment is very strong indeed. The egalitarian relationship between workers and management is also very strong. One expert on both Japanese and Soviet industry told the author that the Japanese make communism work. By this he meant that the Japanese society and industrial organisations are highly collective. Therefore, the motivation of Japanese worker occurs in a different context to that of Western workers. Nevertheless Ouchi identified that if organisations and project teams in the West, type A (A for American), could incorporate some of the egalitarian approaches of Japanese (type J) organisations the result would be a type Z organisation. In type Z organisations higher productivity was a function of two Japanese principles: the egalitarian relationships between all members of an organisation and the fact that team members worked harder with increased commitment because their managers worker very hard with very high commitment. Of course the nature of project teams is that they are temporary and life-long employment is difficult to envisage. However, elements of the Theory Z approach can inform the approach taken by project managers.

c) Goal Setting Theory

Goal setting theory is based on the idea that clear goals are in themselves motivating to project team members. This occurs when the goals are developed in a collective and participative way. The whole team owns the goals and then works hard to achieve them. However, achieving goals is a motivator.

d) Expectancy Theory
This theory is based on the linkages between effort and performance, good performance and reward and the importance (or valence) of the reward (its attractiveness). The strength of an expectancy that there is a link between effort and performance and the strength of the

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expectancy that there is a link between performance and reward, together with the valence of the reward are integrated.

e) Equity Theory
This theory is simply based on the concept of equality as the name suggests. If rewards are fair in a project team or organisation this will be motivating. A team member works (provides inputs) and receives benefits (outcomes). Unfair reward systems will lower motivation. Over rewarding may cause problems if the recipients are unable to achieve what they believe to be fair inputs to balance outcomes.

3.0 INTEGRATION OF MOTIVATION THEORIES IN THE PROJECT ENVIRONMENT

McKenna (2006) suggests a model incorporating theories of motivation to assist us in a general approach to the theoretical understanding of the relationships involved. Verma (1996) also suggests some principles for project managers to adopt. He argues that goals should be developed through participation and be achievable. He thinks that work should be fulfilling and that good communication is a feature. He sees the importance of valuing all team members and a reward system reflecting contribution.

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4.0 CONCLUSION
Creating a workplace with excellent morale and motivated employees is a long-term project, and needs to be embedded within the fabric of an organisations daily operations. Highly motivated and engaged personnel are a tremendous asset to any organisation. While money is an important foundational consideration, the main factors that attract and maintain talent within an organisation include: recognition having interesting work to do being heard by management having skilled managers having good communication flows being provided with opportunities for advancement. Developing well-motivated employees leads to more satisfied customers and higher sales; this in turn leads to greater employee motivation and creates a virtuous circle. Highly motivated employees are likely to be engaged employees, willing to go the extra mile with customers, and to reward their employers with loyalty, high levels of productivity, and greater innovation.

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