A Project Report on

A STUDY OF THE EMPLOYEE MOTIVATION

IN DABUR INDIA LTD

Submitted in Partial Fulfillment for the

award of
MBA in Human Resource Management

Submitted By
Priya Yadav

Enroll. No.- 1205032848

Under The Guidance of

Samina Mam

Faculty of MBA

Sikkim Manipal University,DE

March-2014

Bonafide Certificate:

BONAFIDE CERTIFICATE
Certified that this project report titled A STUDY OF THE
EMPLOYEE MOTIVATION IN DABUR INDIA LTD. is the
bonafide work of Priya Yadav who carried out the project work under
my supervision.

Signature
(Faculty Guide)

Signature
(H.O.D.)

TO WHOM IT MAY CONCERN

This is to certify that Ms. Priya Yadav has worked for her
project under my supervision. The topic for her project is A STUDY
OF THE EMPLOYEE MOTIVATION IN DABUR INDIA LTD.
To the best of my knowledge, her work in analyzing available
theories and evidence is original and bears the imprint of his
exceptional diligence. She has worked under my supervision and I
wish her good luck for future

Abstract
The purpose of motivation is to create conditions in which people are willing to
work with zeal, initiative, interest and enthusiasm with a high personal and
group moral satisfaction, with a sense of responsibility, loyalty and discipline and
with a pride and confidence in a most cohesive manner so that goals of an
organization are achieved effectively. Motivational technique is utilized to
stimulate employee growth. Clarence Francs indicated this when he was the
chairperson of the General Food. He said You can buy a mans time, you can
buy a mans physical presence at given place; you can even buy a measured
number of skilled motions per hour or day: but you cannot buy devotion of
heart, mind and soul. You have to earn these things.

If a manager wants to get work done by his employees he can either hold out a
promise or a reward for them for doing work in a better or improved way or he
may constrain them, by instilling fear in them or by using force to do the desired
work. In other words, he may utilize positive or negative motivation. Both these
type s are widely used by management. A positive motivation involves the
possibility of increased motive satisfaction, while negative motivation involves
the possibility of decreased motive satisfaction.

A major concern of every manager should be to contribute positively towards the

achievement of the organizations objectives. Organizational effectiveness if often
equated with the managerial efficiency.
5

Acknowledgement
Hard work and dedication is the key to any successful completion of any job and
this project is no different. Although strenuous, yet it is interesting. However, our
success to this project report cannot be accounted for by only these factors.
During the course of this study, many useful suggestions and constructive
criticism came across which really helped a lot in giving this project a
professional look. I extend my heartiest thanks to SAMINA MAM FACULTY
OF SMU who willing cooperation led to the timely completion of the project.

In completing this study, I did my level best correcting my shortcomings to

possible extent and I sincerely hope that this report will serve its purpose for the
Dabur.

Although I am thankful to all those who have contributed towards the

completion of this report. Also I would like to thank all those who have helped
me directly or indirectly in completing the present project.

Priya Yadav
ROLL NO.- 1205032848

TABLE OF CONTENTS
TITLE

PAGE NO.

Introduction To The Project

Objective / Scope of study

12

Companys profile

13

Staff profile

21

The concept of employees motivation

27

Motivational Theory X and Y

31

Research Methodology

60

Conclusion

64

Limitations

65

Recommendation and Suggestions

65

Annexure

67

Bibliography

70

Introduction
To
The Project

AN OVERVIEW OF MOTIVATION
Motivation deals with the ways that people behave. Managers want workers to
work efficiently and effectively, but the same nature of the work may be such
that workers dont want to do at all.

Motivation may be defined as those forces that cause individuals to behave in a

particular ways. Motivation encompasses all those pressures and influences that
trigger, channel and sustain human behaviour.Managers, by definitions, are
required to work with and through people, so they must acquire at least some
understanding to the forces that will motivate the people they are to manage.
Workers are complex, and they are uniquely different.

Assuming that a managers primary task is to motivate others to perform the

task of the employing organization at high levels, the managers must find the
motivation factors that will get subordinates to come to work regularly and on
time, to work hard, and to make positive contributions toward the effective and
efficient achievement of organizational objectives. Vroom has proposed that
work performance depends on motivation as well as worker ability and
environmental conditions.

Motivation Is the Key to Performance Improvement

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.

Positive reinforcement / high expectations

Effective discipline and punishment

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Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

These are the basic strategies, though the mix in the final 'recipe' will vary from
workplace situation to situation. Essentially, there is a gap between an
individuals actual state and some desired state and the manager tries to reduce
this gap.

Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing
others in a specific way towards goals specifically stated by the motivator.
Naturally, these goals as also the motivation system must conform to the
corporate policy of the organization. The motivational system must be tailored to
the situation and to the organization.

In one of the most elaborate studies on employee motivation, involving 31,000

men and 13,000 women, the Minneapolis Gas Company sought to determine
what their potential employees desire most from a job. This study was carried
11

out during a 20 year period from 1945 to 1965 and was quite revealing. The
ratings for the various factors differed only slightly between men and women,
but both groups considered security as the highest rated factor.
The next three factors were;

advancement

type of work

company - proud to work for

Surprisingly, factors such as pay, benefits and working conditions were given a
low rating by both groups. So after all, and contrary to common belief, money is
not the prime motivator. (Though this should not be regarded as a signal to
reward employees poorly or unfairly.)

12

Objective/Scope
The basic objective of the present study is to Study the Motivation
Level of The Employee In The Company Following fundamental
objective have been identified as the sub-objectives of the study:-

1. To study the identity of the employee with the organization as a

whole.

2. To find the satisfaction level of the employees and what they

feel about the exceptions rewarded practices.

3. The working style followed by the higher authority and their

communication with the employees.

4. To study the work environment or the working conditions

prevailing in the company.

5. To study the interpersonal relationship.

13

14

COMPANY INFORMATION

The company, Dabur India Limited, was started in 1884 by Dr. SK Burman as a
small mail order business for Ayurvedic medicines; Pudin Hara was the first
medicine to be mail ordered. Over the years the company passed down amongst
the descendents of Dr. SK Burman and remained a closely held family business.
This remained true till November 2, 1998. That day the 114 yr. old Dabur India
reinvested itself. Breaking over a century of tradition, executive powers of
running the company were handed over to an outsider appointed as CEO Mr.
Neenu Khanna.

Dabur at this particular instance is going through a period of transition. This

transformation is going to result in the emergence of the largest Indian fast
moving consumer goods Company. The company, which has always shown a
signs of a visionary had set its rights on becoming the countrys largest
homegrown FMCG Company. The company realized that to be the industry
leader, it needs to be the best in all areas and have to be benchmarked with the
best industry practices. As such the company appointed McKinsey and Co. In
April, 1997 to look into the health of the company and to come up with
suggestions which will help turn Dabur into one of the largest fast moving

15

consumer goods company of the country. McKinsey & Co. has identified the
areas of improvement and suggested initiatives required in them.
The company has decided to leave the day to day management in the hands of
professionals. The promoters (the Burman family) will withdraw themselves
from the routine functions and will concentrate on giving strategic direction to
the company. The major step in this direction is the decision to appoint a CEO to
head the company management. All business units heads and functional heads
will report to the CEO.

Dabur's core competence lies in its ability to conceive, develop and market
products based on herbs and natural resources. However, with growing
competition from Zandu, Baidyanath and Himalaya Drugs, Dabur's monopoly in
Ayurvedic products is under pressure.

The Rs. 1166 crore, Dabur India Ltd. (DIL) was established in 1884 and is one of
the largest Indian FMCG company dealing with Ayurvedic products with
interests in healthcare, personal care and foods. For more than a century Dabur
has worked in active collaboration with nature to provide the best of herbal
health and personal care products to its consumers.

16

Today, Dabur is all set to take its abundant knowledge of Ayurveda to global
frontiers. It operates in the niche natural/ayurvedic products segment with a
product folio of over 500 products. To its credit, Dabur employs more than 5000
people located throughout the globe and has 11 manufacturing units in India,
Nepal and Egypt. The company has overseas sales and marketing offices in
Dubai, London, New York and Moscow. Its distribution network comprises 21
sales offices, 5500 distributors and over 1.3 million retailers. Dabur Research
Foundation is an independent research organization with more than 125
scientists at its service.

Dabur is a closely held company with the Burman family holding around 80
percent of the equity. Most of its Ayurvedic /OTC (Over-The-Counter) brands
are the market leaders in their respective segments. Dabur has developed
considerable expertise in these traditional areas and has well understood the
consumer preferences for traditional ayurvedic remedial measures.

The group comprises of Dabur Finance, Dabur Nepal Pvt. Ltd., Dabur Egypt
Ltd., Dabur Overseas Ltd., and Dabur International Ltd. Product groups include
healthcare, food products, natural gums and allied chemicals, pharma, and
veterinary products. Its leading household brands include Dabur Amla, Dabur
Chyawanaprash, Vatika, Hajmola, Lal Dant Manjan, Pudin Hara and the Real

17

range of fruit juices. New product launches include Binaca toothbrushes, Imli
candy under the Hajmola brand.

The fruit juice brand was re-launched with new packaging; and the Hommade
cooking paste range was expanded. Dabur's core competence lies in its ability to
conceive, develop and market products based on herbs and natural resources.
The top five brands contribute about 55 percent to revenues, amounting about
Rs. 650 crore.

However, the year 2002-03 was not encouraging for the FMCG sector as the
economy was in doldrums with the sinking demand and massive job cuts. Dabur
India Ltd too had to face the reality. Dabur's growth rate of about seven percent
is slightly lower than the industry growth rate. Against this backdrop, VC
Burman, Chairman, DIL observes, "We have done better than the segment as we
are improving operational efficiencies at all stages of the supply chain. The
FMCG segment is growing at 2.5 percent and Dabur expects has grown by five
percent by March 2003."

OVER THE YEARS

18

More than a century ago, a young Indian started with a vision to provide
innovative and affordable healthcare products for Indian masses. Thus was born
and organization, today known as Dabur India Ltd. . . .

Dabur today an easily recognizable name, has most of credit to Dr.S.K.Burman

(1856-1907)

, its founder. During his practice as an allopathic doctor in

Calcutta, he found that his patients could afford only traditional Ayurvedic
remedies. So, Dr.Burman came up with experimentation base approach to
Ayurved. Plagin for plague, Juritap for Malaria, the first of his cheap and
effective medicines, soon becomes famous. By 1906, the company was making
and marketing 42 medicines in all. Realizing the potential, Dr.S.K.Burman
advertised regularly and heavily, he even sent his product through V.P.P to areas
where his distributions did not reach

From the small dispensary in Calcutta in 1884, the organization has today grown
into a corporation having significant presence in health and personal care
markets in India and abroad. With more than 100 years of understanding of
consumer needs and ability to provide safe solutions from a deep understanding
of Ayurved , Dabur has set its vision to strive for providing good

health and well being to every household through its 10 production bases spread
across India, manufacturing a range of herbal, health and personal care
products , foods, ayurvedic medicines and pharmaceuticals. Dabur products are

19

also manufactured in Nepal, Egypt and Dubai. An ontological parental facility

has just been in the U.K.

In 1928, to discourage imitation, the company decided to patent its entire

product under brand name Dabur. The logo remained Dabur Pvt. Ltd...Till
early 1980s the third generation of Burmans changed it to simply Dabur.
The company is served by a strong distribution network of C&F agents and
distributors that ensures the presence of Dabur products in over 1.5 million
retail outlets.
At Dabur , key to our growth is knowledge of nature , which provides the
basis , and use of modern research tools for superior understanding of this
knowledge

for providing continuous innovations. Innovation in products,

process and methods will drive Dabur to global leadership in health and personal
care.

KEY STRENGTHS OF DABUR:

It has a very strong brand image. Dabur is synonymous with nature care
for more than hundred years.
Its products portfolio, with products that are always in high demand.
Distribution system that helps its products reaches 47 stocking points,
10,000 stockiest and 1.2 million retailers.

20

CORPORATE PHILOSOPHY:-

Knowledge is the key to growth in todays world .Whatever the industry , it is

the knowledge which provides cutting edge to individual and organizations.
For more than a century nature has been a rich source of knowledge for Dabur.
Nature has not only given us the ingredients for all our products but has also
taught us how to create a harmony within and without the organization. Nature
has inspired us in all our acts. Ayurveda the science of life is based on principles
of nature. All Ayurvedic preparations have their ingredients derived from nature.
Dabur has converted the healing properties of natural ingredients and the age
old knowledge of Ayurveda into contemporary healthcare products to alleviate
health problems of its consumers.

21

Dabur is committed to expand the reach of this age old knowledge of Ayurveda
and nature through web. Through web, we aim to overcome the physical
boundaries to take Ayurvedic way of life to global frontiers. Dabur India limited
understands its responsibility as a corporate house. We have not only set our
sight on increasing turnover and profitability of the company but also on
propagating Ayurvedic - the India system of medicine.

VISION

Dedicated to the health and well being of every household.

Dabur is a company with a set of established business values, which direct its
functioning as well as all its operations. In this, Dabur is guided by the words of
its founder Dr. S.K.Burman What is that life worth that cannot give comfort to
others. The company offers its consumers, products to suit their needs and give
them

good value for money .The Company is committed to follow the ethical

practices in doing business. At Dabur, nature acts as not only the source of raw
material but also an inspiration

and the company is committed to protect the

ecological balance.

22

Staff Profiles
Data of Number of workers of different ages

Sr.No. Age of Worker & Staff

No. of workers & Staff

1
2
3
4
5
6
7
Total

83
48
110
69
55
27
18
410

18-23
24-29
30-35
36-41
42-47
48-53
53 and above

23

Shift-wise Work Force

The Company production is continuous for 24 hours therefore the work force
has been divided in to three shifts. Each shift Consists of 8 hours:-

Sr.No. Shift Time

1
2
3

A
B
C

Number of staff

5 am-1 pm 140
1 pm-9 pm 157
9 pm-5 am 113

24

Workers Education
The education category of the workers has been categorized in to three parts:-

I. Less Qualified
This category includes those workers who are X and XII pass. This
category also includes those workers who are not educated.

II. Medium Qualified

This category includes those staff and workers who have attained graduate level
education. This group generally forms clerical staff.

25

III. Highly Qualified

This category includes those staff and workers who are postgraduate or hold
some special degrees or knowledge. This category also includes technically
qualified people. In this category most of the person are experience holder like
production manager, accountant.

Education-wise Distribution of Workers

Sr.No. Category

No. Of workers

Less qualified

220

Medium

150

qualified
3

Highly qualified 40

26

Education-wise Distribution

LQ
MQ
HQ

Facilities for Workers

The company has provided for its workers various facilities for their
welfare:-

1. Canteen Facilities
The company has its own canteen, situated near the entrance gate. The
canteen is opened for 24 hours. The workers in their break time take their
meal in the canteen and are quite satisfied with the canteen facilities.

2. Dispensary/ First-aid center

27

The company has the facilities of giving quick first aid and it also runs a
small dispensary. Workers avail this facility during the time of any injury
or seasonal sickness. The medicines given to the workers here are free of
cost.

3. Transport facilities for local staff

The workers are given the facility of transport who are living in nearby
area. Work force especially of night shift is given bus facility and scooters
are also available for them.

4.

Staff quarters

The staff members who are living out of station, the company has given
them quarters to live with the family. They are provided electricity facility
at free of cost in the staff quarters. At the company residential area the
company has also provided a badminton court for the recreation of their
work

28

THE CONCEPT OF EMPLOYEE

MOTIVATION
The concept of employee motivation is not at all a new idea. It has
been around as long as there have been employees and employers. While the
concept itself is not new, new research and awareness have made new aspects of
employee motivation not only a possibility, but a reality in the world today.

It was not at all uncommon in the past for an employer to offer some system of
rewards and privileges as a means of employee motivation. Recent thinking
however has given way to the fact that this process may actually alienate other
workers who, for whatever reason, may not be as capable in a particular field or

29

endeavor. Ultimately, the belief was that this was actually contrary to effective
employee motivation and in reality, decreased employee productivity.

Since the main idea behind employee motivation is to increase worker

productivity, this was seen as very limited in scope and detrimental in the long
run regarding employer-employee relations.

Recent beliefs and ideas have introduced new concepts to the field of employee
motivation. One of the most common new areas of growth in the area of
employee motivation is through the use of work teams.
This concept of employee motivation had its major start in the aerospace
industry. It allowed a group of dedicated employees to focus together as a team
on any given project. This idea of employee motivation worked especially well
since it

allowed for creative input from a number of employees without restricting the
thought of any single person or alienating any one employee in particular. When
the projects went well, the employees were celebrated as a group or as a team,
offering employee motivation to the whole group instead of to any one individual.
This concept of employee motivation has since evolved and become common in
many fields of study. There are a number of seminars offered which are
specifically designed and promoted as a means to offer not only employee
motivation, but to create an atmosphere of team work that is surprisingly
beneficial to worker productivity.

30

EMPLOYEE MOTIVATION: A CRITICAL

EXAMINATION
Since the age of the Industrial Revolution, psychologist and social scientists have
been trying to decode this extremely complicated specimen called the 'employee'.
What makes the employee motivated to work hard? Is it money? Is it social
status? Till today, there is no clear consensus on what motivates employees. This
subject continues to baffle analysts as more and more data is generated on
employee motivation.

There have been several studies done to understand motivation. Some of the
leading motivation theories focus on employees as a social being with a complex
set of needs. Some of these needs are tangible material needs. But most other

31

needs are intangible, abstract, or illusionary. Does that mean we can ignore the
intangibles and focus only on material benefits?

Role of Money In employee Motivation

It is said that money makes the mare go. Some researchers believe that money
solves most employee needs as it meets tangible and intangible requirements.

Money meets basic physiological needs and other needs such as social status,
recognition, power, and lifestyle. The fatter the paycheck, the higher are the
levels of motivation

Other experts deny the influence of money on motivation levels. After a certain
level, money and all material benefits fail to motivate individuals. Employees

32

seek job satisfaction, personal growth, self worth, recognition, and excellence, in
addition to money.

What we need to understand is the underlying principle behind employee

motivation. It is clear from the motivation theories that intrinsically the
employee is capable of competent work. People may have generic needs or
specific needs, but they definitely have needs. While the basic employee needs
remain the same in every organization, specific employee needs vary from
company to company. It is therefore important for organizations to recognize the

nature of employee needs in their organization and work towards fulfillment of

these needs.

EMPLOYEE MOTIVATION IN THE WORKPLACE

The job of a manager in the workplace is to get things done through employees.
To do this the manager should be able to motivate employees. But that's easier
said than done! Motivation practice and theory are difficult subjects, touching on
several disciplines.
In spite of enormous research, basic as well as applied, the subject of motivation
is not clearly understood and more often than not poorly practiced. To

33

understand motivation one must understand human nature itself. And there lies
the problem!

MOTIVATIONAL THEORIES
Douglas McGregor
Theory X and Theory Y
Douglas McGregor in his book, "The Human Side of Enterprise" published in
1960 has examined theories on behavior of individuals at work, and he has
formulated two models which he calls Theory X and Theory Y.

Theory X Assumptions

34

The average human being has an inherent dislike of work and will avoid
it if he can.

Because of their dislike for work, most people must be controlled and
threatened before they will work hard enough.

The average human prefers to be directed, dislikes responsibility, is

unambiguous, and desires security above everything.

These assumptions lie behind most organizational principles today, and

give rise both to "tough" management with punishments and tight
controls, and "soft" management which aims at harmony at work.

Both these are "wrong" because man needs more than financial rewards
at work; he also needs some deeper higher order motivation - the
opportunity to fulfill himself.

Theory X managers do not give their staff this opportunity so that the
employees behave in the expected fashion.

Theory Y Assumptions

35

 The expenditure of physical and mental effort in work is as natural as play

or rest.

Control and punishment are not the only ways to make people work, man
will direct himself if he is committed to the aims of the organization.

If a job is satisfying, then the result will be commitment to the organization.

The average man learns, under proper conditions, not only to accept but to
seek responsibility.

Imagination, creativity, and ingenuity can be used to solve work problems by

a large number of employees.

Under the conditions of modern industrial life, the intellectual potentialities

of the average man are only partially utilized.

Comments on Theory X and Theory Y Assumptions

These assumptions are based on social science research which has been carried
out, and demonstrate the potential which is present in man and which
organizations should recognize in order to become more effective. McGregor sees

36

these two theories as two quite separate attitudes. Theory Y is difficult to put into
practice on the shop floor in large mass production operations, but it can be used
initially in the managing of managers and professionals.

In "The Human Side of Enterprise" McGregor shows how Theory Y affects the
management of promotions and salaries and the development of effective
managers. McGregor also sees Theory Y as conducive to participative problem
solving.

It is part of the manager's job to exercise authority, and there are cases in which
this is the only method of achieving the desired results because subordinates do
not agree that the ends are desirable.
However, in situations where it is possible to obtain commitment to objectives, it
is better to explain the matter fully so that employees grasp the purpose of an
action. They will then exert self-direction and control to do better work - quite
possibly by better methods - than if they had simply been carrying out an order
which the y did not fully understand.

The situation in which employees can be consulted is one where the individuals
are emotionally mature, and positively motivated towards their work; where the
work is sufficiently responsible to allow for flexibility and where the employee
can see his own position in the management hierarchy. If these conditions are
present, managers will find that the participative approach to problem solving

37

leads to much improved results compared with the alternative approach of

handing out authoritarian orders.

Once management becomes persuaded that it is under estimating the potential of

its human resources, and accepts the knowledge given by social science
researchers and displayed in Theory Y assumptions, then it can invest time,
money and effort in developing improved applications of the theory.

Frederick Hertzberg
2 Factor Hygiene and Motivation Theory
Frederick Hertzberg contributed to human relations and motivation two theories
of motivation as follows:

Hygiene Theory

Motivation

The first part of the motivation theory involves the hygiene theory and includes
the job environment. The hygiene factors include

38

the company,

its policies and its administration,

the kind of supervision which people receive while on the job,

working conditions

interpersonal relations,

salary,

status, and

security

These factors do not lead to higher levels of motivation but without them there is
dissatisfaction. The second part of Hertzbergs' motivation theory involves what
people actually do on the job. The motivators are

achievement,

recognition,

growth / advancement and

interest in the job.

These factors result from internal generators in employees, yielding motivation

rather than movement.
Both these approaches (hygiene and motivation) must be done simultaneously.
Treat people as best you can so they have a minimum of dissatisfaction. Use

39

people so they get achievement, recognition for achievement, interest, and

responsibility and they can grow and advance in their work.
Therefore, the hygiene and motivation factors can be listed as follows:

o Hygiene

Company policies and administration

Supervision

Working conditions and interpersonal relations

Salary, status and security

o Motivators

Achievement

Recognition for achievement

Interest in the task

Responsibility for enlarged task

Growth and advancement to higher level tasks

Effects on Individuals of Working Environment

The working environment has an effect on individuals as follows:

40

It will provide at least sufficient for his basic needs and often much more.
For example, 50 years ago in the United Kingdom, food and shelter were
a person's basic needs. Today, most families will consider that the basic
needs also include a car, television, etc.

It may or may not provide adequate security. Again, most individuals seek
a secure job, there are others including some men on oil rigs, who seek
high pay for a limited period but with limited security.

It provides an individual with an identity. As a member of an

organization, he carries out a specific function.

It also gives the worker comradeship, freedom from boredom, and an

interest during his working life.

It also provides self-fulfillment for individual where consideration has

been given to ensure that the job is creative and gives job satisfaction.

41

It provides the individual with status. There is a status in all jobs

providing the job content is investigated to make the work more
interesting.

Effects on Work Groups of Working Environment

Rensis Likert has already described how the various management styles in an
organization can effect the groups in an organization.
Whilst the working environment will affect individuals, it will undoubtedly have
a greater effect on working groups, since whilst an individual may have certain

42

needs, he will not obtain those needs if the working environment does not
provide the needs of the working group.
The working group is the instrument of society through which in large measure
the individual acquires his attitudes, opinions, goals and ideals, it is also one of
the fundamental sources of discipline and social controls.
Therefore, the working environment has an effect on groups as follows:

It will affect the morale of the group.

It will determine whether the group achieves the objectives set by the
organization.

It will determine whether the degree of cooperation provided by the

group.

It will motivate the group to give of their best.

It will determine whether the human relations within an organization are

good or bad.
43

It will also affect the relations between management and trade unions.

David C. McClelland
Achievement Motivation
Over the years behavioral scientists have observed that some people have an
intense need to achieve; others, perhaps the majority, do not seem to be as
concerned about achievement. This phenomenon has fascinated David C.

44

McClelland. For over twenty years he and his associates at Harvard University
studied this urge to achieve.

McClelland's research led him to believe that the need for achievement is a
distinct human motive that can be distinguished from other needs. More
important, the achievement motive can be isolated and assessed in any group.

Characteristics of people with a high need for achievement

McClelland illustrates some of these characteristics in describing a laboratory
experiment.

Participants were asked to throw rings over a peg from any distance they chose.
Most people tended to throw at random-now close, now far away; but
individuals with a high need for achievement seemed carefully to measure where
they were most likely to get a sense of masterynot too close to make the task
ridiculously easy or too far away to make it impossible.
They set moderately difficult but potentially achievable goals. In biology, this is
known as the overload principle.

In weight lifting, for example, strength cannot be increased by tasks that can be
performed easily or that cannot be performed without injury to the organism.
Strength can be increased by lifting weights that are difficult but realistic enough
to stretch the muscles.

45

Do people with a high need for achievement behave like this

all the time?

McClelland maintains, only if they can influence the outcome.

Achievement-motivated people are not gamblers. They prefer to work on a

problem rather than leave the outcome to chance.

With managers, setting moderately difficult but potentially achievable goals may
be translated into an attitude toward risks. Many people tend to be extreme in
their attitude toward risks, either favoring wild speculative gambling or
minimizing their exposure to losses.

Gamblers seem to choose the big risk because the outcome is beyond their power
and, therefore, they can easily rationalize away their personal responsibility if
they lose.

The conservative individual chooses tiny risks where the gain is small but secure,
perhaps because there is little danger of anything going wrong for which that
person might be blamed.

46

Achievement-motivated people take the middle ground, preferring a moderate

degree of risk because they feel their efforts and abilities will probably influence
the outcome. In business, this aggressive realism is the mark of the successful
entrepreneur.

Rewards and achievement-motivated people

Another characteristic of achievement-motivated people is that they seem to be
more concerned with personal achievement than with the rewards of success.
They do not reject rewards, but the rewards are not as essential as the
accomplishment itself.

They get a bigger "kick" out of winning or solving a difficult problem than they
get from any money or praise they receive.
Money, to achievement-motivated people, is valuable primarily as a
measurement of their performance. It provides them with a means of assessing
their progress and comparing their achievements with those of other people.

Feedback
A desire by people with a high need for achievement to seek situations in which
they get concrete feedback on how well they are doing is closely related to this
concern for personal accomplishment. Consequently, achievement-motivated
people are often found in sales jobs or as owners and managers of their own
businesses.

47

In addition to concrete feedback, the nature of the feedback is important to

achievement-motivated people. They respond favorably to information about
their work.

They are not interested in comments about their personal characteristics, such as
how cooperative or helpful they are.

Affiliation-motivated people might want social or attitudinal feedback.

Achievement-motivated people might want job-relevant feedback. They want to

know the score.

Why do achievement-motivated people behave as they do?

McClelland claims it is because they habitually spend time thinking about doing
things better.

In fact, he has found that wherever people start to think in achievement terms,
things start to happen.

Examples
48

College students with a high need for achievement will generally get better
grades than equally bright students with weaker achievement needs.

Achievement-motivated people tend to get more raises and are promoted faster
because they are constantly trying to think of better ways of doing things.

Companies with many such people grow faster and are more profitable.

McClelland has even extended his analysis to countries where he related the
presence of a large percentage of achievement-motivated individuals to the
national economic growth.

A Taught Skill?

Can this motive, the need for achievement, be taught to people?

McClelland was convinced that this can be done. In fact, he also developed
training programs for business people that where designed to increase their
achievement motivation.

He also developed similar programs for other segments of the population.

Achievement-motivated people as managers

49

Achievement-motivated people can be the backbone of most organizations, but

what can be said about their potential as managers? As we know, people with a
high need for achievement get ahead because as individuals they are producers
they get things done.

However, when they are promoted, when their success depends not only on their
own work but on the activities of others, they may be less effective. Since they are
highly job-oriented and work to their capacity, they tend to expect others to do
the same. As a result, they sometimes lack the human skills and patience
necessary for being effective managers of people who are competent but have a
higher need for affiliation than they do. In this situation, their overemphasis on
producing frustrates these people and prevents them from maximizing their own
potential.

Thus, while achievement-motivated people are needed in organizations, they do

not always make the best managers unless they develop their human skills. Being
a good producer is not sufficient to make an effective manager.

McClelland has found that achievement-motivated people are more likely to be

developed in families in which parents hold different expectations for their
children than do other parents.

More importantly, these parents expect their children to start showing some
independence between the ages of six and eight, making choices and doing things

50

without help, such as knowing the way around the neighborhood and taking care
of themselves around the house. Other parents tend either to expect this too
early, before children are ready, or to smother the development of the personality
of these children.

One extreme seems to foster passive, defeated attitudes as children feel unwanted
at home and incompetent away from home. They are just not ready for that kind
of independence so early. The other extreme yields either overprotected or overdisciplined children. These children become very dependent on their parents and
find it difficult to break away and make their own decisions.

The Hertzberg link

McClelland's concept of achievement motivation is also related to Hertzbergs
motivation-hygiene theory. People with high achievement motivation tend to be
interested in the motivators (the job itself).

Achievement-motivated people want feedback. They want to know how well they
are doing on their job.

On the other hand, people with low achievement motivation are more concerned
about the environment. They want to know how people feel about them rather
than how well they are doing.

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 Abraham Maslow
Hierarchy of Needs
One of the many interesting things Maslow noticed while he worked with
monkeys early in his career was that some needs take precedence over others.
For example, if you are hungry and thirsty, you will tend to try to take care of
the thirst first. After all, you can do without food for weeks, but you can only do
without water for a couple of days! Thirst is a stronger need than hunger.
Likewise, if you are very thirsty, but someone has put a choke hold on you and
you cant breathe, which is more important? The need to breathe, of course. On
the other hand, sex is less powerful than any of these. Lets face it; you wont die
if you dont get it!

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Maslow took this idea and created his now famous hierarchy of needs. Beyond
the details of air, water, food, and sex, he laid out five broader layers: the
physiological needs, the needs for safety and security, the needs for love and
belonging, the needs for esteem, and the need to actualize the self, in that order.

1.

The physiological needs.

These include the needs we have for oxygen, water, protein, salt, sugar, calcium,
and other minerals and vitamins. They also include the need to maintain a pH

53

balance (getting too acidic or base will kill you) and temperature (98.6 or near to
it). Also, theres the needs to be active, to rest, to sleep, to get rid of wastes
(CO2, sweat, urine, and feces), to avoid pain, and to have sex. Quite a collection!
Maslow believed, and research supports him, that these are in fact individual
needs, and that a lack of, say, vitamin C, will lead to a very specific hunger for
things which have in the past provided that vitamin C -- e.g. orange juice. I
guess the cravings that some pregnant women have, and the way in which babies
eat the most foul tasting baby food, support the idea anecdotally.

2. The safety and security needs.

When the physiological needs are largely taken care of, this second layer of
needs comes into play. You will become increasingly interested in finding safe
circumstances, stability, and protection. You might develop a need for structure,
for order, some limits.

Looking at it negatively, you become concerned, not with needs like hunger and
thirst, but with your fears and anxieties. In the ordinary American adult, this set
of needs manifest themselves in the form of our urges to have a home in a safe
neighborhood, a little job security and a nest egg, a good retirement plan and a
bit of insurance, and so on.

3. The love and belonging needs.

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When physiological needs and safety needs are, by and large, taken care of, a
third layer starts to show up. You begin to feel the need for friends, a sweetheart,
children; affectionate relationships in general, even a sense of community.
Looked at negatively, you become increasing susceptible to loneliness and social
anxieties.

In our day-to-day life, we exhibit these needs in our desires to marry, have a
family, be a part of a community, a member of a church, a brother in the
fraternity, a part of a gang or a bowling club. It is also a part of what we look for
in a career.

4.

The esteem needs-

Next, we begin to look for a little self-

esteem. Maslow noted two versions of esteem needs, a lower one

and a higher one. The lower one is the need for the respect of
others, the need for status, fame, glory, recognition, attention,
reputation, appreciation, dignity, even dominance. The higher
form involves the need for self-respect, including such feelings as
confidence, competence, achievement, mastery, independence, and
freedom. Note that this is the higher form because, unlike the
respect of others, once you have self-respect, its a lot harder to
lose!

5.

55

The negative version of these needs is low self-esteem and inferiority complexes.
Maslow felt that Adler was really onto something when he proposed that these
were at the roots of many, if not most, of our psychological problems. In modern
countries, most of us have what we need in regard to our physiological and safety
needs. We, more often than not, have quite a bit of love and belonging, too. Its
a little respect that often seems so very hard to get!

All of the preceding four levels he calls deficit needs, or D-needs. If you dont
have enough of something -- i.e. you have a deficit -- you feel the need. But if you
get all you need, you feel nothing at all! In other words, they cease to be
motivating. As the old blues song goes, you dont miss your water till your well
runs dry!

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He also talks about these levels in terms of homeostasis. Homeostasis is the

principle by which your furnace thermostat operates: When it gets too cold, it
switches the heat on; when it gets too hot, it switches the heat off. In the same
way, your body, when it lacks a certain substance, develops a hunger for it; when
it gets enough of it, then the hunger stops. Maslow simply extends the
homeostatic principle to needs, such as safety, belonging, and esteem, which we
dont ordinarily think of in these terms.

Maslow sees all these needs as essentially survival needs. Even love and esteem
are needed for the maintenance of health. He says we all have these needs built

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in to us genetically, like instincts. In fact, he calls them instinctual -- instinct-like

-- needs.

In terms of overall development, we move through these levels a bit like stages.
As newborns, our focus (if not our entire set of needs) is on the physiological.
Soon, we begin to recognize that we need to be safe. Soon after that, we crave
attention and affection. A bit later, we look for self-esteem. Mind you, this is in
the first couple of years!

Under stressful conditions, or when survival is threatened, we can regress to a

lower need level. When you great career falls flat, you might seek out a little
attention. When your family ups and leaves you, it seems that love is again all
you ever wanted. When you face chapter eleven after a long and happy life, you
suddenly cant think of anything except money.

These things can occur on a society-wide basis as well: When society suddenly
flounders, people start clamoring for a strong leader to take over and make
things right. When the bombs start falling, they look for safety. When the food
stops coming into the stores, their needs become even more basic.

Maslow suggested that we can ask people for their philosophy of the future -what would their ideal life or world be like -- and get significant information as
to what needs they do or do not have covered.

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If you have significant problems along your development -- a period of extreme

insecurity or hunger as a child, or the loss of a family member through death or
divorce, or significant neglect or abuse -- you may fixate on that set of needs
for the rest of your life.

This is Mallows understanding of neurosis. Perhaps you went through a war as

a kid. Now you have everything your heart needs -- yet you still find yourself
obsessing over having enough money and keeping the pantry well-stocked. Or
perhaps your parents divorced when you were young. Now you have a
wonderful spouse -- yet you get insanely jealous or worry constantly that they are

59

going to leave you because you are not good enough for them. You get the
picture.

5. Self-actualization
The last level is a bit different. Maslow has used a variety of terms to refer to
this level: He has called it growth motivation (in contrast to deficit motivation),
being needs (or B-needs, in contrast to D-needs), and self-actualization.

These are needs that do not involve balance or homeostasis. Once engaged, they
continue to be felt. In fact, they are likely to become stronger as we feed
them! They involve the continuous desire to fulfill potentials, to be all that you
can be. They are a matter of becoming the most complete, the fullest, you -hence the term, self-actualization.

Now, in keeping with his theory up to this point, if you want to be truly selfactualizing, you need to have your lower needs taken care of, at least to a
considerable extent. This makes sense: If you are hungry, you are scrambling to
get food; If you are unsafe, you have to be continuously on guard; If you are
isolated and unloved, you have to satisfy that need; If you have a low sense of
self-esteem, you have to be defensive or compensate. When lower needs are
unmet, you cant fully devote yourself to fulfilling your potentials.

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It isnt surprising, then, the world being as difficult as it is, that only a small
percentage of the worlds population is truly, predominantly, self-actualizing.
Maslow at one point suggested only about two percent!

The question becomes, of course, what exactly Maslow means by selfactualization. To answer that, we need to look at the kind of people he called
self-actualizers. Fortunately, he did this for us, using a qualitative method called
biographical analysis.

He began by picking out a group of people, some historical figures, some people
he knew, whom he felt clearly met the standard of self-actualization. Included in
this august group were Abraham Lincoln, Thomas Jefferson, Albert Einstein,
Eleanor Roosevelt, Jane Adams, William James, Albert Schweitzer, Benedict
Spinoza, and Alduous Huxley, plus 12 unnamed people who were alive at the
time Maslow did his research. He then looked at their biographies, writings, the
acts and words of those he knew personally, and so on. From these sources, he
developed a list of qualities that seemed characteristic of these people, as opposed
to the great mass of us.

These people were reality-centered, which means they could differentiate what is
fake and dishonest from what is real and genuine. They were problem-centered,
meaning they treated lifes difficulties as problems demanding solutions, not as
personal troubles to be railed at or surrendered to. And they had a different
perception of means and ends. They felt that the ends dont necessarily justify

61

the means, that the means could be ends themselves, and that the means -- the
journey -- was often more important than the ends.

The self-actualizers also had a different way of relating to others. First, they
enjoyed solitude, and were comfortable being alone.

And they enjoyed deeper

personal relations with a few close friends and family members, rather than
more shallow relationships with many people.

They enjoyed autonomy, a relative independence from physical and social needs.
And they resisted enculturation, that is, they were not susceptible to social
pressure to be "well adjusted" or to "fit in" -- they were, in fact, nonconformists
in the best sense.

They had an unchastely sense of humor -- preferring to joke at their own

expense, or at the human condition, and never directing their humor at others.
They had a quality he called acceptance of self and others, by which he meant
that these people would be more likely to take you as you are than try to change
you into what they thought you should be. This same acceptance applied to their
attitudes towards themselves: If some quality of theirs wasnt harmful, they let
it be, even enjoying it as a personal quirk. On the other hand, they were often
strongly motivated to change negative qualities in themselves that could be
changed. Along with this comes spontaneity and simplicity: They preferred
being themselves rather than being pretentious or artificial. In fact, for all their

62

nonconformity, he found that they tended to be conventional on the surface, just

where less self-actualizing nonconformists tend to be the most dramatic.

Further, they had a sense of humility and respect towards others -- something
Maslow also called democratic values -- meaning that they were open to ethnic
and individual variety, even treasuring it. They had a quality Maslow called
human kinship or Gemeinschaftsgefhl -- social interest, compassion, humanity.
And this was accompanied by a strong ethics, which was spiritual but seldom
conventionally religious in nature.

And these people had a certain freshness of appreciation, an ability to see things,
even ordinary things, with wonder. Along with this comes their ability to be
creative, inventive, and original. And, finally, these people tended to have more

peak experiences than the average person. A peak experience is one that takes
you out of yourself, that makes you feel very tiny, or very large, to some extent
one with life or nature or God. It gives you a feeling of being a part of the
infinite and the eternal. These experiences tend to leave their mark on a person,
change them for the better, and many people actively seek them out. They are
also called mystical experiences, and are an important part of many religious and
philosophical traditions.

Maslow doesnt think that self-actualizers are perfect, of course. There were
several flaws or imperfections he discovered along the way as well: First, they

63

often suffered considerable anxiety and guilt -- but realistic anxiety and guilt,
rather than misplaced or neurotic versions. Some of them were absentminded
and overly kind. And finally, some of them had unexpected moments of
ruthlessness, surgical coldness, and loss of humor.

Two other points he makes about these self-actualizers: Their values were
"natural" and seemed to flow effortlessly from their personalities. And they
appeared to transcend many of the dichotomies others accept as being
undeniable, such as the differences between the spiritual and the physical, the
selfish and the unselfish, and the masculine and the feminine

Supervisors Role and Motivational Models

Supervisor and management for that purpose have the responsibility to assess
the motives and needs of the workers to decide that how best they can be
fulfilled. Each individual must be analyzed separately to discover his motives.
Observation, written attitude, interviews, assessment of previous goals and other
possible sources of need information may be reviewed. However, it is very
difficult to answer the question What motivate people? Many factors may be
listed like money, good working environment, challenging work, responsibility,
praise for good work, the communication system and an opportunity for growth
& advancement. There may be several other factors but probably the means for
meeting these needs can be used to motivate the employees. However, motivation

64

may be weak or strong depending upon the incentive offered by the employer,
which releases workers ability and potential in relation to his needs.

Rules for Using Positive Reinforcement

To effectively use PR on the job certain rules or procedure must be followed.
Using reward to modify the behavior of the people would seem to follow the logic
of common sense. Nevertheless, it is a specialized procedure requiring systematic
approach. Typically, a behavioral consultant is called to design a behavior mod
program and train supervisor on how to do the program. Despite these
procedure statements if you have a genuine interest in the welfare of the People
you can learn to make a productive use of PR from the standpoint of the person
being motivated.

1. An Appropriate Reward Must be Used

Most motivational theory point to the idea, that the way to motivate the
people is to use a reward that is meaningful to each particular person. If
you were a status hungry technician you might work hard just for the
opportunity to have a parking space just near the engineering chiefs
parking space. People display individual difference with respect to which
reward will satisfy which basic need. For example money may not be a
right reward for the person with a large family inheritance. Despite this
individual difference, a couple of illustrative general statements are in

65

order. The need for self-fulfillment or self-actualization receiving a

favorable performance appraisal challenging work assignment or
promotion.

2.Reward should Vary With The Size Of The Contribution

Your boss is unlikely to do an effective job of motivating you, if all your
co-workers have received a same size of reward. If you have made a
substantial progress in reducing the production of defective parts, you
should receive more recognition than somebody else.

2. Beginners Should Be Rewarded for Nay Effort They Make In

The Right Direction
You have begun somewhere for making improvement. Assume that your desk is
so messy that you lose some important files. Your boss is not obsessed with the
orderliness, but he recognizes that you sloppy work habits interfering with your
productivity, using PR approach, your boss should reward you whenever he
comes across your clean and orderly desk. For example if you boss notices that
you no longer keep old coffee cups on your desk, he might comment I can
already see an improvement in your work area, keep up the progress Although
this process sounds elementary, shaping of behavior towards a planned objective
increases the probability that you will make bigger changes in near future.

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3. You Should Be Rewarded Occasionally When You Do The

Right Thing
Intermittent

reinforcement

is

more

important

than

continuous

reinforcement for sustaining the right behavior. If you worked as a shoe

store manager it might be rewarding to you if on an occasional visit to
store your boss told you everything looked just fine keep this up and you
will a difference in your salary.

If you boss gives, the same pep talk every week the reward would lose its
impact. Of worse consequences, you might come to depend on the reward
to perform good work.

4.

You Should Get You Reward Quickly After Doing The Right
Thing
Assuming that money motivated you, you would be more likely to work
hard if hard work led to quick cash. If were selling financial investments
you would tend to keep on prospecting much more readily if you receive
your commission every month rather than after every six months.

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5. You Have To Know What Has To Be Done To Get

Rewarded

You need some kind of feedback device in your work to set. You knew
when you have done a good job. If you were a good quality control
technician, it would be helpful for your boss to tell you I will see to it
that are promoted to senior technician provided you decrease customer
returns on a product say X by 15 percent over the next four months. One
of the many reason that a basketball game so motivational is that the
path to a reward is clear-cut. A player can readily see that pitting the
ball through the hoop, a reward will be forthcoming. Feedback is
immediate in these circumstances.

6. You Have To Know When You Are Going Wrong

If your boss patiently tells you what you are doing wrong, you will know
what needs to be done to get rewarded. Suppose a secretary is filing too
many documents under the miscellaneous file. The secretary must be
told that this act would result in to time wastage if a particular file needs
to be searched. Your system needs to be more efficient. The purpose of a
filing system is to be able to find information quickly when you need it.

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7. You Should Receive A Realist Reward

An effective reward tends to commensurate with the constructive
behavior. Suppose your boss is trying to get you to be more assertive
with the customers. When you do behave more assertively, you should

be rewarded with encouragement of a reasonable sort. Your boss would

be overdoing praise if he or she says that he think that could become a
great sales representative in the region. Such encouragement would lose
their importance because the praise is not genuine.

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Research Methodology

Research designs that are used in the study are as follows:-

1. Exploratory research Design

The purpose of an exploratory research is a systematic research is
primarily to understand and develop hypothesis to cover all possible
outcomes. A thorough exploratory research lays the foundation of a good
research design, which would satisfy the research objectives. Sometimes
exploratory research itself may be enough to solve the problem.

2. Conclusive Research
In contrast to the exploratory research, which is, systematic collection of
the information needed its analysis and finding as per the research
objectives conclusive research follows exploratory research.

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A large number of observations were possible to achieve.

The results were valid and reliable.
The study is properly structured such that no misinterpretation of data is
allowed.

Method Of Data Collection

The data was collected through primary source through records and discussions
with the concerned authority and top level management and middle/lower level
management and from employees working in the organization with the help of
questionnaire method. The respondents who were provided a set of structured
question filled the questionnaire and feedback was obtained by personally
administering the discussion on question by respondent. Questionnaire method
is very versatile almost every problem can be approached by this method.
Knowledge, opinion, motivation and intent are usually not open to observation.
Multiple-choice question were introduced as they are faster to administer. They
lend themselves to analysis using various statistical techniques. They are not
prone to interviewer bias.

Sampling Method
The sample design includes the following:-

1. The Sampling Unit

The sampling unit consists of the employees working at the top-level,
middle-level and lower level management in the organization.

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2. The selection of Sample Item

The method used in the present study was non-probability method. In
this method every item in the universe does not have a known chance
of being included in the sample. Thus selection process is partly
subjective.

3. The Sample Size

The sample size in the project was taken as 10 employees working at
the top-level management and 25 employees working at the middle
and 30 at lower level management in the organization.

The systematic sampling procedure was preferred in the preparation of this

project because of the following reasons:-

1. Economy of Times
It requires less time to make the study.

2. Minimization of Errors
Systematic sample reduces the chances of mistakes and errors.

3. Accuracy of Results
The results obtained were comparatively more accurate and
precise.

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By using systematic sampling with this sample size, it was easy to administer the
questionnaire. The questionnaire easy to understand and accept and more
accurate results were obtained which were valid under most of the
circumstances.

Questionnaire Method

Questionnaire was designed keeping in mind the information required. Special

care was taken in incorporating easy language in the questions so that the
respondents are in a position to easily understand them and answer accordingly.

During the course of framing the questions, it was kept in mind that there should
be no ambiguity in the questions.

Multiple-choice questions were taken to facilitate the pin pointing answering by

the respondent, beside such questions are easy to administer.

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Conclusion
The organization is very well established with sound policies. My visit to the
company was educative and informative. I found that HRD department is
complete in all senses and is working reasonably well.

The general impression from the study and discussion with the staff & worker of
the company regarding workers participation was average though the level was
not found to be very high. Reason to this may be attributed to the problem of
status between staff and workers.

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Limitations
There were few limitations, which were uncommitted while conducting this
project but these limitations could not restrict the progress and completion of the
present study.

Some of the inevitable limitation that crept in the study are as under:1. Some of the respondents were not genuinely helpful, cooperative and
responsive. They were hesitant to fully disclose the information with the
research.

2.

Most of the employees were busy, due to some work of the

organization

3. There was much difficulty in approaching the higher management

employees

4. Latest data of the company and books concerned were not easily
available.

5. The options offered in the questionnaire were at time, not correctly

interpreted by the employees of lower level management.

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6. Most of the employees other than that of personnel department wee not at
all cooperative.

7. Employees of lower level did not take the questionnaire seriously.

8. A certain degree of fear and devotion towards the organization was a

hurdle while conducting the research.

9. For certain workers at lower questionnaire were a source of showing their

frustration.

Recommendations/Suggestions
After gathering a wide variety of information on the various aspects of
motivational approach in the company, few recommendations are worth
attention.
1. Responsibility without authority can be destructive. Management should not
order, but should inspire. It should not impose but influence.
2. Management should make every employee of the organization give their hearts
not just heads to the goals.
3. A timely presentation of the work done should be there to the top management
4. Teamwork in all operational process must be encouraged. Equip people with the
skills necessary to perform their duties.

76

5. Allow the voice of the workers to be heard.

6.

The management should let his people know that it consider them valuable

capable individual.
7.

Provide the employee enough work.

8.

Dress code should be there.

9. Employee should be informed in advance about the changes, which are planned
in the organization.
10. Suggestion system can be a strong employee motivation because the employees
are given the opportunity to say something. This will increase the sense of belonging.
11. The fear motivation should be completely abolished though it works well in the
short run but is an ineffective long term strategy.

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Annexure
Questionnaire for Workers
Date
Tick the followings questions as per your choice and experience.

Are you referred when complicated problem arises?

Yes

Average

Are you satisfied with your salary?

Yes

No

No

Average

Are you satisfied with the welfare facilities given by the company?

Yes

No

Average

78

What is your choice regarding your relationship with the management?

Good

Bad

Normal

Does your company organize annual social function?

Yes

No

if, required

79

Questionnaire for Management

Date
Tick the followings questions as per your choice and experience.

Do your workers follow your instructions?

Yes

No

No

Average

What is your choice regarding your relationship with the workers?

Good

Average

Do they misuse union resources?

Yes

Average

Do your workers complete the job in time?

Yes

No

Bad

Normal

Do you have a program to assist employees when their personal problems

may affect your on-job productivity?

Yes

No

if, required

Do you have well understood pay for performance compensation

program?

Yes

No

if, required

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BIBLIOGRAPHY
Web Sites:
www.dabur.com

www.google.com

Books:
Human Resource Management
By: - Dr. C.B. Gupta
Human Resource & Personnel Management
By: - K Aswathappa

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