ACKNOWLEDGEMENT

Completing the task is never a one-man effort. It is always a result of invaluable contribution of a number of individual in a direct or an indirect manner. The successful completion of my efforts reminds me my indebts ness towards my venerated project guide Mr. K.K. Sharma (Sr. HRManager) SHRIRAM PISTON & RINGS LTD., Meerut Road, Ghaziabad for his valuable guidance and through provoking encouragement through out the project. He has given valuable advice in the hour of need and provides requisite facilities for the completion of the project work. I so much thankful to our project guide Mr.Atul Mathur (Coordinature-MBA) and Mrs. Priyanka Chabra (HR Faculty-MBA) give me so much help in completing this project report and other members of the company so much helpful and familiar with their trainees.

Shweta

PREFACE
My study is basically focused on the how to increase the motivational level of the employees in the organizations. I have taken the MASLOWS NEES HIERARCHY THEORY as the base of the project. According to this approach of motivation individual have inner need derive to believe in way to full fill these needs. The needs for food, water, air, sleep, shelter and even sex are always there but they dont usually dominate our lives. Our social-psychological needs, instead, domestic most of our lives, such as attention, companionship support, love, social image or status, material thing, power and so on. Also, psychological or cognitive factors in addition to goals, strongly influences our motivation and attribution and attitudes, such as self-confidence in ourselves as able and in control of our lives, then we are much likely to truly and responsibly take control. Various intrinsic and extrinsic factors are given that motivates the employees and increase the level of job satisfaction. The project also throw light on how important it is to set goals. In any area where we are hoping to self-improve, both short-term and long-rang goals are needed. If your term goals clearly contribute to your most important values and your philosophy of life, they should be more motivating. Good goals are fairly hard They stretch us-but they are achievable taking small steps at time. As much as possible, you should explicitly describe your goals in terms of very specific behaviours. The project also focuses on how to create and maintain healthy environment where the individual can perform their work effectively and efficiently. Infect a deliberate step had been taken to buildup a motivational system in the organization, which will

make the entire managerial process a success the project also covers the points likehow to guide the peoples activity in the direction? What leads people to work? What motivates them? It is true that people join the organization to achieve goals as a member of the cohesive group, but it is always not necessary that they are willing to work for attaining these goals. Thus I have tried to made an elaborated study of all the factors that motivates or does not motivates the various section of the employees like professional employee low skilled employees doing diversified job etc. on the basis of that study some implication are also given to the manager for increasing the motivational level of the employees in the organization. In the end I have given some recommendation to the company according to the survey conducted.

CONTENTS
Acknowledgement Preface Objective of the project Research Methodology Company Profile 1. Cultural of Shriram Piston & Rings Ltd. and Havells Ltd. 2. Success with attitude 3. What is Incentives and Fringe Benefits? 4. What is motivation 5. How employees are motivated by these benefits? 6. Attribution theory 7. Theories implemented in the organization. 8. Concepts of motivation 9. Factors effecting the motivation need of employees. 10. Special issue in motivation. 11. Implication for the manager.

OBJECTIVE
To have in depth understanding of the activities running on motivation front by Shriram Pistons & Rings Ltd. (SPRL) and Havells Ltd. To have feel of expectation of executives from motivation activities. To suggest an optimal level of system by taking proper care of executives expectation.

RESEARCH METHODOLOGY
This project was done in two phases Phase 1. Interviewing the concerned person of motivation activity to have an in depth understanding of the system and procedure of activities running on motivation front by Shriram Piston & Rings Ltd. (SPRL) and Havells Ltd. Phase 2. Interviewing the executives to get a feel their expectations from the motivation activities.

COMPANY PROFILE
SHRRAM PISTONS & RINGS LTD. (SPRL) is one of the largest & most sophisticated manufacturers of precision automobile components i.e. pistons, piston Rings, Pins & engine valves in India. The products are sold under brand name USHA in India & USHA/SPR in foreign markets. SPRL manufacturing unit is located on Meerut road in Ghaziabad (25 Km. from Delhi ) the factory has been modern & sophisticated factories in north India in the field of automobile.
PRODUCTION CAPACITY :

Pistons Pins Rings Engine Valves

: : : :

4 Million per year 4 Million per year 25 Million Per Year 4 Million Per Year

The company has Technical Collaboration with: 1. M/s Kolbenschmidt, Germany to produce pistons. 2. M/s Riken Corporation, Japan for piston rings. 3. M/s Fuji Oozx, Japan for the manufacturer of engine valves. 4. M/s Honda Foundary , Japan for technical Support. The company is also an exclusive supplier of the three Honda Joint ventures such as : M/s Hero Honda, Kinetic Honda & Shriram Honda.

The company supplies its products to several original equipment manufacturers (OEMs) including defence vehicle factories, Ashoka Leyland, Tata Cummins, Maruti Suzuki, Eicher Tractors, HMT Tractors, Swaraj Tractors, Kirloskar oil engines, Bajaj Auto in addition to all the Honda Joint Centures in India. At Shriram Pistons & Rings Ltd. quality is an integral part of watches they do, which is reflected in the companies quality policy.

INTRODUCTION
THE BIRTH OF HR MANAGEMENT Before HR management the closest comparable function was the personnel department. Personnel managers and their departments were mostly responsible for recruitment, remuneration, leave administration and disciplinary matters. People development was seen to be the domain of the training manager not the personnel manager. Whilst HR management may have its roots in personnel management its orientation is consistent with other recent management methods, for example, often HR management sits at the heart of initiatives such as culture change, total quality management and business process re-engineering. All these initiatives have their own separate objectives but each have some processes and objectives in common with HR management. Today the true worth of HR management (and HR management development) is becoming more widely understood as HR management steadily interweaves all aspects of people management and development. The philosophy of HR management is based on the simple belief that human resources are the most important asset in achieving and sustained business success. This realization became the driving force behind the creation of HR management resulting in organizations taking a strategic approach to the management of their people. In this way HR management linked the human resource asset to the achievement of business objectives. Since this conceptual realization HR management and HR management development has become increasingly influential in the way it fashions and then implements corporate strategy.

To deliver high organizational performance HR management practices have to be connected to corporate strategy. The existence of a personnel director (or similar) is a good indicator that HR management decisions are now being taken into account in major corporate strategic decisions. However, it is often difficult to establish effective HR management processes, systems, knowledge and skills at local levels if the organization is large and diversified. Yet in highly competitive environments, and escalating change, the effective management and motivation of employees will be vital for future survival and success. HR management therefore is becoming an unstoppable driving force, or would be if managers in turbulent environments prioritized HR management and HR management development issues. WHERE DOES HR MANAGEMENT RESPONSIBILITY LIE? The concept of HR management may seem simple but its realization is not straightforward. There is a considerable debate about its role and who has prime functional responsibility. Some would argue that HR management should remain the domain of central professional people. Others would argue that HR management and HR management development is best vested in line management for it is they that have responsibility to utilize people to deliver the business targets. HOW THEN DOES HR MANAGEMENT OF TODAY DIFFER WITH PREVIOUS PERSONNEL PRACTICES? The biggest difference is the shift in responsibilities with more and more line managers being given the HR management responsibility for taking care of their employees needs.

However not all line managers welcome responsibility for HR management. Some see HR management as unnecessary and time consuming and therefore should remain the responsibility of "personnel". In reality, the exact opposite must apply. Getting line managers to understand why HR management practices are important and how they can be used positively usually leads to a far more happier and productive workforce. Unfortunately, many line managers are not properly trained in the area of HR management and HR management development. Add to this the modern problems of stress-related injury, other health & safety issues, performance management, and employment legislation and industrial relations requirements, and all of a sudden you have a lot for the line manager to take into consideration and manage. Re-assessing the role and responsibilities of the modern line manager and providing them with comprehensive HR management training is not just imperative but an invaluable investment.

HR MANAGEMENT PROCESSES HR management embrace many processes. Basically, HR management begins with recruitment, moves through processes such as training, salary reviews, personal development planning, performance reviews and promotions, and finally ends with the employees termination. The whole gamut of activities with the management of people at work, potentially falls within the scope of HR management. However, a few aspects appear to be critical:HR management is the process of bringing people into the organization making very sure that new entrants have the potential and willingness to contribute to organizational success.

HR management is the management of performance - making very sure that what employees do is geared to the achievement of relevant goals, and that resources are available to make this happen. The reward of performance - on the basis of "what gets rewarded - gets down", means that HR management must make very sure that rewards are managed rather than administered. HR management and the development of talent - creating the environment in which learning is seen as a way of organizational life HR management is the management of organizational change and organizational culture - HR management is key in the development and communication of vision and organizational values. But wait, theres much more to HR management than this. What if the person applies for another position with us in the future? Who will tell the then manager what this person was like? Do we want to re-hire them at all? What in-house skills did they learn the last time that they worked for us? All this is part of HR management via information systems.

FORMALISING PRACTICES

AND

DOCUMENTING

HR

MANAGEMENT

HR management cannot be dismissed lightly if maximizing productivity isn't sufficient motivation then adherence to legal requirements should be, particularly given significant financial penalties and loss of credibility in the market place. Consequently organizations are formally documenting HR management practices that suggests greater attention is being paid to HR management issues to ensure that and employee (industrial) relations issues are no longer being treated in an ad hoc way.

Put simply if HR management tasks are not correctly implemented, documented and managed you can have major industrial relations problems. Without effective HR management employee moral and productivity will deteriorate. Without effective HR management the organization will be met with considerable resistance when introducing change. Without organizational change and development survival becomes at best uncertain. However with more and more directors of HR management organizations are now establishing and documenting HR management procedures, systems and work practices. Other organizations have given greater prominence to other functions based upon their view that HR management documentation is an additional expense that wont give them a good return on investment. Consequently their HR management practices operate in a fragmented way.

EFFECTIVE PEOPLE UTILISATION VIA HR MANAGEMENT It has always been recognized that an organization gains competitive advantage by using its people effectively, drawing on their expertise and their ingenuity to meet clearly defined objectives. However it was only when all aspects of people management were assembled into HR management that the full potential of people could begin to be realized. With HR management being the custodian for people management utilization performance becomes prominent and institutionalized. To achieve this HR management covers the recruitment of capable, flexible and committed people, managing and rewarding their performance and with HR management development the critical responsibility of developing their competencies.

HR MANAGEMENT AND PERFORMANCE Central to HR management is therefore performance management, which is predominantly about getting the most out of the organizations human assets. To achieve this the most important aspect of effective HR management is having easy access to information about the knowledge, skills, and the expertise required to effectively fulfill their roles. To ensure that performance is enhanced through development HR management needs personal assessment system, processes and HR management information systems for role and role holder gap analysis linked to personal development planning and career mapping. Many companies dont realize they have the basis of HR management and HR management development already in place as they recognize the need to ensure that their employees are recruited and trained in the skills they need. They also recognize that as the organization changes due to, for example, market forces and technology, people need preparing for different roles within an organization. They also recognize the need to look ahead at future manpower requirements and plan succession, recruitment and development. Yet all this and more represents HR management and HR management development functions.

HR MANAGEMENT INFORMATION SYSTEMS HR management information systems can be expensive, however if HR management practices are not implemented and maintained properly then it can have a negative effect on staff. However must organizations have learnt from other change initiatives and have invested wisely in HR management

training and supporting assessment and information management systems to underpin HR management processes. Most organizations will have several employee-driven HR management and HR management development databases scattered throughout the organization. These could include everything from accident recording to payroll systems. It should not therefore be contentious or represent a culture shock for HR management systems designed to help promote employees welfare. Unlike other employee related information systems, for example the monthly payroll where the data is constantly being replenished, HR management information systems is an historical record of change and development. Consequently HR management information needs to be kept for the duration of the employees employment and beyond. The ideal is to have all employee-related HR management information data in one system database. With business coping with constant change the ideal HR management system could integrate other personal and company information to satisfy a growing multitude of people related applications. Living in an age of information technology the insatiable demand for data means that HR management is growing in complexity.

FUNCTIONS OF HUMAN RESOURCE IN AN ORGANISATION HR PLANNING Human resource or manpower planning can be defined as process by which a management determines how an organization should move from its current man power position to its desired manpower position .Through planning ,a management strives to have the right number and the right kind

of people at the right places, at the right time, to do things which result in both the organization and the individual receiving the maximum long range benefit

HR planning has three components

Forecasting -: estimating the future needs and stock taking of available resources in the organization

Recruitment plan -: to meet the gap between the internal resource and estimated need by external recruitment

Training and development -: to utilize fully the human resources of the organization and to develop the potential resources

CULTURAL OF SHRIRAM PISTON & RINGS LTD. (SPRL) AD N H V L SL D AEL T.

TRAINIG & DEVELOPMENT

At SPRL & Havells ltd. training are highly valued the companies are considered is conscious of it responsibilities towards the human recourses and their developed an gives it highest priority. Managers are specifically made accountable for the development of their team members at all level. With substantial growth plan envisaged ample opportunities for growth are available to competent individual working with the group. The following are the training facility provided to the employees of the SPRL and Havells Ltd. Marketing Department 1. Introducing the company and himself. 2. Training to be able to know the customers need 3. Training on how to match the features of the product with the customer need. 4. Training on creating the desire of the product 5. Training on closing the case 6. Keeping in touch with customers for the after sale service satisfaction 7. Training on new product facilitating the team to offer right solution. Office Coordinator Training on different policies of the company for their effective coordination of different departments for better services to the customers. Store Training is given for the effective management of the inventory.

Accounts

Training is given for proper maintenance of account books and proper management of money. Reception Training is given for proper customer call handling making sure that all important messages are forwarded to the concerned and projecting a high image of the company. Office boys Training is given to them on how to give an environment which boost productivity. PARTICIPATION A culture of participation at grass root level pursued. Upward communication is encouraged. Also the top management considers it important that the employees visualizes their first last employment and dedicate themselves to the same. PROFESSIONAL APPROACH The group believes in managing the business through system and procedures developed on the basis of business principles and concepts. The procedures system, rules etc are standardized and well documented. OPEN SYSTEM The culture of the group is fairly open in formal and non-bureaucratic. Senior officers follow an open door policy for meeting their executives and inter-personal relations are not ego terms. Juniors also have the freedom of expression and can air their views about the affair of the company in open discussions. Enough flexibility exists in the company to accommodate innovative thoughts.

EXCELLENCE A WAY OF LIFE Every employees strives to put his best instead of leaving the things to chance. In order to ensure this employees are thoroughly trained to achieve perfection in their respective fields. Good work is seen as method of setting examples for others. TEAM WORK Team work and not individual endeavor is essence of our performance. Each team member is highly cooperative and adopts problem-solving approach.

SUCCESS WITH AN ATTITUDE

SUCCESS WITH AN ATTITUDE

The only place you find success before work is in the dictionary Some people seem to attract success and wealth like a manager while others find them as elusive as a butterfly. What is the difference between the successful and the not so successful? Why do some people seem to get lucky so easily and so often? May V. Smith. Successful people have a certain attitude that convinces them that something great WILL happen eventually. That conviction gives the courage and perseverance to keep going forward. Successful people do not quit after a few disappointments or failures. They view each disappointments or failure as a step closer to an objective. They do not take failure personally but view them as a fact of life. Perseverance that is, the steadfast pursuit of an objective or constant persistence is one quality that separates successful people from others. Quitting is not part of their daily routine. Their life reflects a passion and a burring desire to succeed. They expect success to come their way eventually and they get lucky when their preparedness meets opportunity. SUCCESS MOTIVATION History With the caveman and feudal system, Fear Motivation ruled the day. It was very simple. The person with the biggest club or largest army won all the marbles. This worked very effectively since if any said No, the lord or lead disciplinarian just lopped off a head or two. But then something happened. The more folks communicated, the more organized they become. No, instead of just one saying No, there were multitudes clamoring,

Stick it in your ear!. Well, this would not do and so management had to come up with something else!. And what came out was ingenious-Reward Motivation. REWARD MOTIVATION can easily be visualized if you think of a carroty at the end of a string on a stick in front of a donkey pulling a cart. As long as that carrot is out there, this cart just keeps rolling along because that donkey cannot understand the significance of that string and stick. But with people its different. People realize the significance of the stick. They know they can chase that carrot all day long and never get it. Therefore with people, every now and then, you need to give them a bite of the carrot. However, that brings up another ingredientthe hunger of the species. Soon you learn you need a bigger and bigger carrot output. The result is a law of diminishing return. Greater reward and cost is required for equal and even less performance. There had to be a better way and in post WWII, Success Motivation, which is often called Attitude Motivation, began to offer an alternative. Success Motivation says, Why not change the donkey into a thoroughbred horse? Why not instill and breathe within it, the spirit and will to win to be a champion. But heres the problem. Change is not easy. Many folks think that they can stand under a horseshoe and it will all happen. It does not work way. A four-leaf clover will not bring in riches and for most of us ED McMahon is not going to pop out of the mailbox. We need to take some very specific action steps.

ATTITUDE
If Success Motivation is synonymous with Attitude Motivation , what is an attitude? An attitude is the way we routinely feel or think about something which causes us to act in a certain way. We act and react in relation to our through patterns, which we have developed about the subject. In order words it is a habit of through. And a habit is something we do over and over until it becomes automatic. So an attitude is caused when we think about something the same way over and over until it becomes automatic. The resulting actions in response also become attitude and you change the resulting action. Again change is not easy become we have an inherent and natural resistance to change. We prefer still be in caves or feudal castles. SUCCESS MOTIVATION I ran across a great definition for success some time ago. Success: A progressive realization of worthwhile personal goals. This definition says some rather spectacular things. Progressive Realization: success is a journey and not a destination. A tomato plant is green and growing until it has yielded all of its fruit. It has completed it journey, is no longer green and growing, is no longer a success. It is dead. Worthwhile-there must be intrinsic value inherent within the seed or it cannot be sustain. Personal Goals cannot be anothers goals. Not your boss, parent, spouse, no one but your own or it is far to meaningless.

INCENTIVE & OTHER BENEFITS

INCENTIVES & FRINGE BENEFITS An incentive or reward can be anything that attracts a workers attention and stimulates him to work. SUPPORT TO EMPLOYEES All sales staff except Support Services/ office staff will receive incentive as the Scheme decided by the company from time to time. The Support Program of Company is designed to effectively manage transitions for associates and their families who are transferring internationally. The goal of the Support Program is to promote international assignments that are productive for the Company and rewarding for associates and their families. In the company the rewards & incentives are given in two forms: 1) Direct Compensation includes the basic salary or wage that the individual is entitled for his job, over-time and holiday premium, bonuses based on performance, profit sharing and opportunities to pursue stock options. 2) Indirect Compensation includes protection programs (insurance plans, pensions), pay for time not worked, services and perquisites. But these are maintenance factors than reward components. Since they are made available to all the employees, irrespective of performance, they will tend to retain people in the organization but not stimulate them to greater effort and higher performance.

BENEFITS TO EMPLOYEES Benefits include health, provident fund, life insurance; short- and long-term disability; childrens educational facilities, a retirement plan, and contributions to the saving plans and health and welfare funds. Associates also have access to a variety of health management programs, such as an on-site health club, cholesterol/blood pressure screenings and other wellness programs. In addition to the above fringe benefits, SPRL also provides a wealth of services that employees find desirable. These services are usually provided by the organization at the cost to the employee or a significant reduction from what might have been without the organizations support. These services include: a) Services related to the type of work performed
b) Eating

facilities,

which

include

provision

of

company

restaurants, vending machines, subsidized food and lunch coupons.

c)

Transportation services, including parking lots and payment of transport conveyances.

d) Housing services, including company-owned housing projects

and subsidized housing.

e)

Financial and legal services, including sponsoring of loan funds, credit unions, income tax service, legal aid, saving plans and group insurance.

f) Recreational,

social

and

cultural

programs, including areas, orchestras,

athletics,

social

clubs,

recreational

entertainment programs, parties, picnics, libraries etc.

g) Medical services, including clinics and hospitals, free medical

check up, and referrals to community social services. Few important benefits that employees of SPRL enjoy and needs detailed explanation are: PROVIDED FUND a) Every employee will be eligible to become a member of the Provident Fund Scheme administered by the SPRL, from the date of joining, as per the rules of the company. b) Employees contribution to provident fund is 12% of the Basis Salary. The employer also contributes the same amount. Part of the employers contribution (8.33%) goes to the Family Pension Scheme. The balance (3.67%) is credited to the employees provident fund account. This is subject to the schemes, which may be modified from time to time. c) Every member of the provident fund will be responsible to file his nomination in the prescribed form. The employee shall change his nomination if there is any change in his family as defined by this Act. This is to avoid difficulties later on in case of demise of the member.
d) On occasion of employment with the company, an employee

shall fill up necessary forms for transfer of his Provident Fund dues to his new employer.

e)

In case an employee has not taken up an employment for six months or more after the services of the company, he shall fill up the Provident Fund Final Settlement form and claim his dues from the Trustees. GRATUITY

a) Every employee who has completed 5 years of continuous and uninterrupted service with the Company will be eligible for gratuity.
b)

Gratuity will be paid as per the Payment of Gratuity Act 1972. prescribed form. The employee can change nomination if there is any change in his as defined in the Act. This to avoid legal difficulties later on in case demise of the member.

c) Every employ will responsible to file his nomination in the

d) On cessation of employment with Company, an employ eligible for gratuity amount. MEDICAL ALLOWANCE

A permanent employee will be eligible for medical allowance as specified in his letter of appointment, which shall be paid in two equal installments, i.e. in the second week of June and December EMPLOYEE STATE INSURANCE SCHEME Every employee whose wages are equal to or less than Rs. 6,500/- per month will be covered as a member of the E.S.I. Scheme from the date of joining. The employees contribution

1)

will be 1.75% of the wages applicable whereas the Company contributes 4.75%of the same. 2) 3) Every employ is responsible to fill the ESIS Declaration form. On receipt of an ESIS Temporary Card from the H.R. Dept. the employee shall be responsible to register himself with local ESIS doctor. This is imperative, or else the employee will not be able to get ESIS benefits, which include Maternity Benefit. 4) Incase of non receipt of Permanent Identity Card within 13 weeks of employment, the employee shall notify the H.R. dept. who shall take appropriate steps. 5) In case of cessation of employment, the employees membership can be transferred to the new employer.

GROUP HEALTH INSURANCE SCHEME All permanent employees and their dependents as defined in the Health Insurance Scheme (HIS) who are not covered under Employees State Insurance Scheme will be covered under HIS of the company for domiciliary and hospitalization benefits.

GROUP PERSONAL ACCIDENT INSURANCE SCHEME All sales staff except Support Services/ Office Staff will be covered under the Group Accident Insurance Scheme from the date of joining the services of the company to compensate for accidents arising out of and in course of employment.

 BONUS

Annual Bonus Schemes as applicable to the employee will be given to the employee.The details of the Bonus Scheme are as follows: Following is the Bonus Scheme for Delhi in lieu of Bonus under the Payment of Bonus Act, 1965 as amended from time to time. For Bonus, the calendar year i.e. January to December will be reckoned as a year to correspond to the selling cycle. The turnover figures refer to the sales for Delhi Directory only and are subject to revision from time to time at the discretion of the Management. BONUS SCHEME Turnover Upto 5.50 crores 5.5-6 crores 6-7 crores 7-8 crores 8-10 crores 10-12 crores 12-14 crores 14-16 crores 16-18 crores 18-20 crores % of Bonus to Annual Basic Pay 8.33% 10.00% 11.00% 12.00% 13.00% 14.00% 15.00% 16.00% 17.00% 18.00%

20-22 crores 22-25 crores ATTENDENCE

19.00% 20.00%

All employees are required to mark their attendance by signing the muster roll or swiping their card every morning on entering the office. The muster roll is available at the office reception. A maximum grace of 10 minutes will be deemed to be late for the day. An employee, who reports late on more than 3 occasions during a month, or whose cumulative time lost due to such late comings (including the grace period) exceed two hours such an employee shall lose half days casual leave or salary if casual leave is not available to his/her credit. If an employee reports to work more than one hour after commencement of work, the employee shall be required to fill a half-day leave form. No employee can mark attendance on behalf of another employee. Any person who does so shall be liable for disciplinary action, as this will be constructed as an act of serious misconduct or fraud.

CONCEPTS OF MOTIVATION
The concept of motivation impels that people choose path of action they flow. In organizational setting the word MOTIVATION is used to describe the drives that implies and individual to work. A truly motivated person is one who wants to work. Both employee and employer are interested in understanding motivation. If employees know their strength and weakness they to know what motivates their employees so that they can make them work hard. ACCORDING TO FLIPPO MORALE IS: A mental condition or attitude of individual group which determines their willingness to cooperate. Good morale is evidenced by employees enthusiasm, voluntary conformance with regulation and others and the willingness to corporate with others in accomplishment of organization goals. Poor morale is evidenced by surliness, in subordination a feel discouragement and dislike of the job, company and associates. ACCORDING TO JUCIOUS: Morale is a state of mind or willingness to work which in turn effects individual and organizational objectives. The odds, consist of What is it? What does it do? Where does it reside? Whom does it affect? What does it affect? Jucious answer its own question in the following way:

WHAT IS IT? It is attitude of mind, and spirit develops a state of wellbeing and an emotional force. WHAT DOES IT DO? It affects the output, the quality of product, cost cooperation, discipline, enthusiasm, initiative and other aspects of success.

WHOM DOES IT AFFECT ? It affects the employee or group willingness to work. It helps to develop the cooperation between the individual or the group interests and the organizational goals for which they work.

To predict the behavior of the employees manager must know which motives or needs evoke a certain action at a particular time. The basic relation between employee and the organization is a psychological contract which is the overall persons set up expectations regarding what he or she will contribute top the organization and what the organization in return will provide to the individual. Contribution from individual Efforts Ability Loyalty Skills Time Competencies Inducements from organization Pay Job security Benefits Carrier opportunities Status Promotion opportunity

FEATURES OF MOTIVATION AND MORALS: Moral is the state of mind, which affects the mental health. It is the aggregate of attribute, feeling, emotion, sentiments, etc. Morale are of two types: 1. Industrial Morale, which means persons attitude towards life. 2. Group Morale, which implies the collective attitude of group of persons. Moral is relative term. It may be high or low when employee feel enthusiastic and optimistic about the group activates, satisfied with the health and friends to each other, they are said to have high morale. On the other hand if they feel dissatisfied and irritated, the morale is said to be low. Morale influences human behavior and performance

 Morale is psychological feeling. Morale is intangible. It cannot be increased directly. Morale is contagious phenomenon.

FACTORS EFFECTING THE MOTIVATION LEVEL OF EMPLOYEES

FACTORS EFFECTIVE THE MOTIVATION LEVEL OF EMPLOYEES

For any reward to be meaningful and product of desired results it is necessary that: It is determined in accordance with the genuinely felt needs of the employees. It is linked to performance, which the management considers as desirable. It really affords satisfaction to the employees. Reward may be classified as: 1. Intrinsic 2. Extrinsic INTRINSIC REWARDS Important among the intrinsic reward are: Sense of belonging ness and participating Provision of suitable opportunities of participation in decision-making will make the employee feel that he is an important part of the organization and has a role in determining its role and action. As result he will performance his work enthusiastically. Autonomy If the employees are allowed freedom and discretional his work he will perform better. Increased responsibility A employee will always welcome an opportunity to tackle challenging, responsibilities. Only an adverse situation brings out the best in any person. An easy, routine, unchallenging jobs on the other hand make him dull both physically and mentally.

 Interesting work If the job suits the proficiency and the aptitude of the employee he will perform it well. On the other hand if the job uninteresting the employee may not be willing to do it. Opportunity for the advancement Prospects of the advancement in the career also bring out the best in the employees, if the known that the can rise to higher position by accruing the required knowledge and skills he will perform his present assignment with more commitment. Variety in skills and schedule If the employee is required to do the same kind of work again and again, a sense of monotony is bound to affect his energy and interest. To sustain his interest in the work it is necessary that some variety is introduced in the skill levels and work schedule. EXTRINSIC REWARD Direct compensation It includes numbers of monitory payments made to the employees such as salary overtime holiday pay payment made under profit sharing plan fringes benefit etc. Indirect compensation It is mostly in the form of benefits amenities and facilities to the employee free of change or at a concession rate under this employees may be allowed housing conveyance medical aid and so on.

NON-MONETARY REWARD
Non-monetary reward may take various forms depending on the capacity of the organization and ability of the management. Some of the examples of the non monetary reward which help in motivation the employees are : Attractive layout of the office Provision of own secretary is something that executive particularly the younger ones among them regard as a status symbol. Pompous designation of various position may also achieve motivational effect.

SPECIAL ISSUES IN MOTIVATION

SPECIAL ISSUE IN MOTIVATION

IN This section Ive tried underline some unique problem faced in trying to motivated the professional employee, contingent workers the diversified workforce , low skilled service workers, and people doing highly repetitive task. MOTIVATING PROFESSIONAL Professional are the highly trained people with the college degree. these professional receive a great deal of satisfaction from their work, and they are well paid. they are typically different from the non-professional and have a strong and long-term commitment to the field of expertise. Money and promotion are low on their priority because they are well paid they like job challenges and like to tackle problem and find solution for them. The chief reward in their job is the work itself. They want others to think that what they are working on is important. Provide them with ongoing challenging projects. Give them autonomy to follow their own interest. Allow them to structure their work in the way that find productive. Reward them with educational opportunities-training workshop attending conference that allows them to keep current in their field. Award them with recognition and ask question. Make them feel that you are interested in what hey are doing. MOTIVATING DIVERSIFIED WORK FORCE Every one is not motivated by money and challenging job for example who are attending collage typically place a high value on the flexible work schedule. Such individual are attracted to organization that offers flexible work hour, job sharing or temporary assignment.

WHAT MOTIVATES DIVERSIFIED WORK FORCE ? The key word to guide you should be flexibility i.e.: 1. Flexibility in work schedule compensationplans benefits, physical work setting. 2. flexibility in work hour job sharing for employees with family responsibility. Providing flexible leave policy for immigrants who make occasional trips to their home lands. Creating work team for employees who come from the countries with strong collectivist orientation. Allowing the employees to are under going any course to way their work schedule. MOTIVATING CONTINGENT WORKERS Now a day there are large numbers of opening for the part time contract and other form of temporary employees. these contingent workers dont have safety need and stability as the permanent employees. What motivates the contingent workers Opportunity for permanent status, where the permanent employees are selected from the pool of temporary employees. The motivation is increased when the temporary employees feel that the job he or she in doing for you will help to develop salable skills. MOTIVATING THE LOW SKILLED SERVICE EMPLOYEES One of the major problems of the organization is to increase the motivation level of the employees whore earning very little and have little opportunity to significantly increase their pay in either their current job through promotion.

What motivates low skilled service workers Motivation level can be increased by increasing their responsibilities. Making thei job more appealing and raising pay levels. Creating close and family like work environment.

IMPLICATION FOR THE MANAGER

IMPLICATION FOR MANAGERS

Recognizing individual differences : Employees have different needs and they should not be treated alike. Spend the time necessary to understand whats important to each employee. Use Goals and Feedback Employees should have hard, specific goals as well as feedback on how well they are performing their job. Allow Employees to participate in decision that affect them: The employees advice should be taken in setting work choosing their own benefits packages and solving quality problems. This can increase employees productivity, commitment to work goals, motivation and job satisfaction. Link reward to performance Reward should be compatible with the performance . if rewards are not compatible the level of performance and job satisfaction of the employees will decrease and their will be increase in absenteeism statistics. Checking the system for equity Employees should also perceive rewards as equiting input they bring to the job. At the simplest level this should mean that experience, skills, abilities, efforts and other obvious inputs should explain differences in performance and. Hence, pay job assignment and other obvious rewards.

RELATIONSHIP BETWEEN MOTIVE MOTIVATING AND MOTIVATION

Motive I need in Industrial Motivating I acting needs and providing need satisfaction environment Motivation Engagement in week behaviour.

Nature of motivation Motivation is a personal and internal feeling Motivation products goal directed behaviour. Motivation is a continuous process Motivation is complex Motivation is system-oriented. Motivation can be either positive or negative. Motivation is different from job satisfaction.

MASLOW THEORY
Abrahams H. Maslow, and eminent americian psychologist developed a general theory of motivation known as Need Hierarchy Theory. Features a) Human needs are multiple complex and interrelated. b) Human needs form a particular structure or hierarchy. c) Lower level needs must at least partially be satisfied before higher level needs emerge. d) As soon as one need is satisfied another need emerger. e) A satisfied need is not a motivator i.e. it course to influence human behaviour. f) Various need needs are inter-depended and overlapping. Each higher level need emerge s before the level need is completely satisfied.

Maslows hicrarchy of needs:Self actualization Esteem needs Love needs Safety needs Physiology needs Physiological needs : It is the most basis level in the hierarchy. This needs generally concern ponds to primary needs. The need of hunger severals; one these basis needs are satisfied, they no longer motivation e.g. a starving person will strive to obtain a corrol that is within social. However, after eating his/her fill of carrots, the person will not slive to obtain another one and will be motivated only by the next higher level of needs. Safety Needs: This second level of needs is sougly equivalent to the security need. Maslow stossed emotional as well as as physical safety. The whole organization may become safety seeking mechanism yet as it trust of the physiological needs, one these safety needs are satisfied, they no longer motivate. Love Needs : This third, or intermicliate level of needs loosely correspondens to the affection and affiliation needs. It is alsocalled belonging neses or social

needs. It represents needs of the minds and spirit rather than of the physical body. Esteem Needs : This seprsents higher needs of humans the needs for power achievements and status can be considered part of this level. It is of two types 1. Self esteem 2. esteem from others. Self actualization needs : This level septets the culmination of all the lower, intermediate and higher needs if humans. People who have become self-actualized or self fulfilled and have related all their potentials self-actualization is closely related to self concep. In fact delf-actualisation is the persons motivation to transform perception of self into reality. Need for hierarchy represents or typical pattern that operates most of the time. It must not be viluced as a righd structure to be applied in all situations.

Self-Actualization [Personal Growth Realization Of Potential]

Esteem Needs [Little, Status, Symbol, Promotions, Banquets]

Social Needs [Formal and Informal Work Group]

security needs [Security Plans, Health Insurance, Severance Pay, Pension]

Basic Need [Pay]

HERZBERGS MOTIVATION HYGIENE THEORY

According to Herzbery maintenances or maintenance factors or hygine factors are necessary to maintain a reasonable level of satisfaction among employee. These factors do not provide satisfaction to the employees but their absence will dissatisfy them. Therefore, these factors are called dis satisfaction. They are not intensive parts of a job but they are related to conditions. Under which a job is performed. They are environment factors are as following :MOTIVATIONAL FACTORS : Motivational factors are intrives parts of the job. Any increase in these factors will satisfy the employees and help to improve performance. But a decrease in these factors will not cause dis satisfaction. Herzberg noted that the two set of factors are iniclimencional i.e. their effect can be seen in one direction only. It is also related to the personality of the individual who may be either a motivation seeks or a maintenance seeks. MOTIVATION SEEKS : It is motivated primary by nature of thetasks and has a high tolrance for poor environmental factors.

Alderfers ERG Theory

Alderfer believes that these is a value is categorization needs and these is basis distinction between lower-order needs and higher-order needs). Based on the empirical evidences he has found that these seems to no some overlapping between physiological security and social needs. ERG theory is an acronyn for existence. Relatedness and growth. EXISTENCE NEEDS : It includes all needs relationship to physiological and safety aspects of an individuals. RELATEDNESS NEEDS : It includes all these needs that incurves relationship with other people whom the individual causes. GROWTH NEEDS : This need involve the individual making creative efforts to achieve full potential in the existing environment.

Comparison of ERG Theory with MASLOW and HERZBERG: ERG Theory Growth Relationship Existence Maslow Theory Self Satisfaction Esteem Love Safety Physiology Hygienic Toctors Herzbergs Motivation

ERG theory is an extensing of the Maslows need hicrarchy and herzbergs. two factors theory like Maslow and Herzberg. Aldesfer does feel that these is value in categorization needs. Existence needs group physiological Maslows social need and growth needs cover Maslows esteem and self actualization needs. Alderts is suggesting more of a continuum of needs than hierarchical levels as two factors of prepotency needs. Unlike Maslows and Herbergs, he does not contend that a lower level need has to be fulfilled before a higher level need is motivating as that deprivation is the only way to activate a need. For example:- under ERG theory the persons background or cultural enviroment may dictates that the relatedness needs will be preedeness over unfulfilled existence needs and that the more the growth needs are satisfied the more they will increase in intensity.

Requirement from plant in percribed format

Requirement from plant in percribed format

Requirement from plant in percribed format

Requirement from plant in percribed format

Requirement from plant in percribed format

Requirement from plant in percribed format

Requirement from plant in percribed format

MAINTENANCE SEEKS : It is motivated primarily by the nature of his environment and tends to avoid motivation opportunity. He is dissatisfied with maintenance factors surrounding the job. He shows little interest in the kind and quality work. Herzbergs theory is an extension of Maslows need priority model. The two modules are basically compatible or complementary. Their is close similarity between survival needs (Physical, safety and social needs) and dissatisfiers on the one hand and between growth needs (esteem and self actualization) and satisfied on the other. Both Maslow and Herzberg models tend to cover simplify motivational process. Maslow model is formulated in terms of humans needs which her herzbergs model is in terms of rewards or goals. Herzbergs has attempted to reline and reinforce on the need priority model and has throw a new light on the content of work motivation. Herzbergs has suggested the use of Hygiene factors to avoid dissatisfaction and the use of motivators to improve motivation and job performance. Maslow has given a hierarchical, sequential arrangement suggesting that any unsatisfied need whether of lower order or high order will motivate individuals. Despite these approach differences, have models show marked similarities both model failed to take account of individual differences in motivation.

FEATURES OF MASLOWS THEORY

Human needs are multiple complex and inter related. Human needs form a particular structure or hierarchy. Lower level needs must at least partially before higher level needs emerge. As soon as one need is satisfied another need emerges. A satisfied need is not a motivation i.e. it is cause to influence human behaviour. Various need levels are interdependent and over lapping. Each higher level need emerges before the lower level need is completely satisfied.

TOTAL CUSTOMER SATISFACTION THROUGH QUALITY MANAGEMENT AND CONTINUOUS IMPROVEMENT

The company has successfully practiced the best work ethics & technology along within the Kaizen approach team work. QUALITY OBJECTIVES 1. organization which is sensitive & interactive to the needs of customer. 2. Continues upgrading of quality & process to meet changing needs of customer. 3. Optimization of return of Investment by 4. Continuous Improvement 5. Technology Development 6. Organization & Personnel Development 7. Cost reduction efforts. 8. Effective use of all resources. 9. Harmonious & safe working conditions 10. Work to international norms of quality & management. & harmony through

OUR ACHIEVEMENTS IN TERMS OF QUALITY SPR has received the ISO-9001 certificate from RWTVV, Germany in 1994. Technology from the collaboration was supplemented with in-house efforts & by implementing world class practices.

 The company has also received QS-9000 certificate from TUV, Germany in 1999.

SPRL has received the Best Vendor Award from Maruti Suzuki Best Supplier Performance Award from Tata Cummins Ltd. & has self certified satisfaction most of the ( OEMs)

FEATURES OF SPR FACTORY The total area carried by the factory in 60,668 square meter. The factory is divided into four manufacturing units for Pistons, Rings, Pins & Engine Valves. The factory is divided into four manufacturing units for Pistons, Rings, Pins and Engine Valves. CLASSIFICATION OF THE PERMISES: P.T.E. production technology & Engineering. C.A.A. Commercial Administration & Accounts. R&D. - Research & Development. Total strength of the company in 2475 nos. Consisting of officers & Staff workers. The turnover/sales for year 2002-2003 in Rs. 250 Crore. The company is exporting in more than 35 countries. Exports have risen upto Rs. 16.9 Cr. in the year 1999. Over 10% of the production in exported to sophisticated markets such as Europe, USA, Latin America etc.

SPR in the largest exporter of Pistons from India & has been recognized as an Export House by the Govt. of India.

SPR has been investing 30% of its satiated earnings in quality up gradation & modernization every year.

WHAT IS MOTIVATION?
May be the place to begin is to say what is motivation. Many people incorrectly view motivation as a personal trait-that is some have it and others dont. Ill define motivation as willingness to exert high level of efforts towards organizational goals condition by the efforts ability to satisfy some individually. The three key elements in the above definition are efforts, organizational goal and need. The effort element is measure of intensity. The effort that is directed towards, and consistent with the organization goal is kind of effort that should be seeked. Finally, motivation can be treated as a need satisfying process. Need means some internal state that makes certain outcome appears attractive. An unsatisfying need creates tension thats stimulates drives within the individual. These drives generate a search behavior to find particular goal that, if attained, will satisfy the need and lead to reduction of tension. Therefore, we can say that motivated employees are in the state of tension. To reveal this tension, they exert pressure. The greater the tension, the higher the effort level. If this effort successfully leads to satisfaction of need, the tension is reduced. Technical the term Motivation can be treated to listen word Mover which means to mass the performance of human beings in the organization is dependent on the ability and motivation

PERFORMANCE = ABILITY X MOTIVATION

THE MOTIVATION PROCESS Unsatisfied Tension Drives Search Behaviour

Satisfied Needs

Reduction of Tension

MOTIVATION -HOW TO GET MOTIVATED

MOTIVATION
-How to Get Motivated Three humans are motivated by many things-psychological needs, physiological drives, survival, urges, emotions, hurts, impulses, fears, threats, rewards (money, friendship, status), possessions, wishes, intentions, values, masterly, freedom, intrinsic satisfaction, self-satisfaction, interests, pleasure, dislike, established habits, goals, ambitions and so on. Changing involves both knowing how (learning) and wanting to (motivation). It is important to see that learning is different from performing. A hungry rat in the laboratory will work diligently to discover how to get food. It learns how and vigorously performs, i.e. eats until its stuffed, then it stops. The rats eating behavior, after the initial learning, is determined by its hunger needs. We humans are the same; to grow and develop new behaviours we must learn. But, in terms of how far we get in life-how much we accomplish-motivation may be just an important if not more important than learning. We already known how to lose weight (Dont eat) or get As or give generously to others. A common barrier to accomplishing many goals in life does not want the goal enough to give it the necessary time and effort ( or coning ourselves into believing we can reach our goal in some easy way) Occasionally, a person will have enormous determination to achieve something requiring great effort over a period of years. It is emotionally moving to hear about such a person who has overcome great obstacles to achieve an impressive goal. You work to accomplish yours dreams. There are many, many inspiring examples of great achievements. Yet psychology cant, as yet guarantee high drive or prescribe a cure for laziness.

THE IMPORTANCE OF SETTING EFFECTIVE GOALS

Motivation is trying to reach our goals. But, it isnt just a matter of setting high noble goals, although that is a critical step. It is common to wish for higher goals than we are willing to do the work to attain. We want to be a lawyer but goof off in high school. Many college students with a 2.7GPA want to become PhDs. We want to be a star performer but dont like to practice. Even when trying to better ourselves we may lack the motivation. For example, Rosen (1982) found that only half of the people in a self-help program completed the work. Those who struck with it got results ( overcoming their fears). In felling good about trying hard in increased effort when an obstacle is met. On life goals set our sails and give us a push, e.g. I want to help people People who reach many or most of their life goals are usually calmer, happier, healthier and less stressed or emotional. However, there seem to be certain life goals that harm our mental health, e.g. I want to have the power to control or on press people Wanting to be close to and good to others is associated with better emotional health ( National Advisory Mental Health Council, 1995). Likewise, seeking to improve your skills ( Mastery goals) results But wanting to beat others ( Performance goals), such as having a winning season in football or being the best student in your math class, result in avoiding touch challenges, giving up when starting to lose, feeling more anxious, and less gain self-esteem than with mastery goals. This is why enlightened coaches are teaching players to focus mastering their basic skills, not their won-loss record. it is also easy to see the connection between mastery vs. performance goals and intrinsic vs. extrinsic motivation or satisfaction. In any area where we are hoping to self-improve, both short-term and long-range goals are needed. If your long-term goals clearly contribute to your most important

values and your philosophy of life, they should be more motivating. Good goals are fairly hard-they stretch us-but they are achievable taking small steps at a time. As much as possible, you should explicitly describe your goals in terms of very specific behaviors. The needs for food, water, air, sleep, shelter, and even sex are always there but they dont usually dominate our lives. Our social-psychological needs, instead, dominate most of our lives, such as attention, companionship, support, love, social image or status, material things, power and so on. Also, psychological or cognitive factors, in addition to goals, strongly influence our motivation and attitudes, such as self confidence in our ability as a chance agent ( self-efficacy and attribution theory). If we see ourselves as able and in control of our lives , then we are much more likely to truly and responsibility take control. Sometimes, however, a persons motivation seems excessive. Our goals may be out of reach but we still strive mightily for the goal. Exceedingly able people are occasionally extremely demanding and self-critical of themselves. Between 1987 and 1990, Steffi Graf was ranked the #1 tennis player in the world; she won 97% of her matches. Yet, she was unhappy with her performance 97% of the time. She was so self-demanding that during practice she frequently had an outburst of selfcriticism and broke down in tears. Surely intense motivation and excessive anxiety can sometimes be emotionally detrimental. To be effective our motivation has to be focused on important tasks. As Covey (1989) cogently illustrates, most of us spend a lot of time doing things that seem urgent at the movement but are really important in terms of our major mission in life. Also, we waste quite a bit of our life doing things that are unimportant and not urgent, such as reading trash novels, watching mindless TV, etc. So, assuming we

do what we are motivated to do, then our motivations are frequently misguided. Covery also emphasizes that our efficiency be greatly increase if: 1. We spent more time doing things that are often not seen as urgent but truly are important, e.g, clarifying the major purpose of our life. 2. Developing relationship that facilities efficiency, growth, and fullness, planning and preparing for important upcoming tasks, reading, exercising, resting etc.

MOTIVATION Attribution Theory And Achievement

MOTIVATION
ATTRIBUTION THEORY AND ACHIEVEMENT Another related theory to help us understand behavior and motivation, like Johns procrastination, is attribution theory. In the 18th century, Hume (1739) argued that assuming there are causes for everything that happens is an inherent part of observing the world, become it makes the world more meaningful. Human want to known. For instance, if someone bumps into you, you wonder why. You may assume he/she is aggressive, clumsy, flirting, that you are in the way, etc. These kinds of assumption about causes (we seldom know for sure the real causes) will certainly influence how we behave and how we feel. Heider (1958) was one of the first modern psychologists to write about how the ordinary person thinks about causality-what causes what or what is attributed to what. Since 190, hundreds of studies have contributed to understanding why some are highly motivated to achieve and others are not. According to attribution theory (Weiner, 1980), a high achiever will : 2. approach rather than avoid tasks related to succeeding because he/she believes success is due to high ability and effort, which he/she is confident of. Failure is through to be caused by bad luck or a poor exam i.e. not he/she fault. Thus, failure doesnt hurt his/her self-esteem but success pride and confidence. 3. persist when the work gets hard rather than giving up because failure is assumed to be caused by a lack of effort, which he/she change by trying harder.

4. Select challenges of moderate difficulty (50% success rate_ because feedback from those tasks tells you more about how well you are doing, rather than very difficult or very easy tasks which tell you little about your ability or effectiveness. 5. Work with a lot of energy because the results are believed to be determined by how hard you try. 6. The unmotivated person will : 1. Avoid success-related chores because he/she tends to (a) Doubt his/her ability and /or (b) Assume success is related to luck or to whom you know or to other factors out of his/her control. Thus, even when successful, it isnt as rewarding to the unmotivated person because he/she doesnt feel responsible, it doesnt increase his/her pride and confidence. 2. Quit when having difficulty because he/she believes failure is caused by a lack of ability, which he/she cant do anything about. 3. Chose easy or very hard tasks to work on because the results will tell him/her very title about how poorly (presumably) he/ she is doing. 4. Work with little drive or enthusiasm because the outcome isnt through to be related to effort. Obviously, our beliefs about what causes and influences our behaviour have a marked impact on our expectations and, thus motivation. One way to change our motivation is to change our beliefs-our attributions. For example, we could teach (and prove to) unmotivated, underachieving, and depressed people that they can control life-events by exerting more effort. There have been demonstrations that

intentionally try harder, say on every other day, actually results in more behavioural changes, but it is hard for some people to exert extra effort.

HOW TO STAY FINANCIALLY MOTIVATED

Have you known exactly what you wanted, financially or otherwise, but been unable to bring yourself to it? What make up motivation? How do you get from A to B most efficiently? Heres How : Write specially what you are trying to do and by when. You cannot fool the subconscious, so have a concrete time frame, write it out, and be realistic. Payoff all debt within 8 years? Goal must be specific and measurable. Example-wanting more money is not the same as 10% increase over last year by October Ist. Do not be shy about committing to a date. It may turn out that the goal unintentionally is not realistic but you must start somewhere . remember nothings is set in concrete until it happens. List everything that is stopping you. What are you inadequacies? What do you need to get there you dont already have? What is it thats blocking you? Why arent you already there? WRITE a plan to overcome EACH obstacle. List your action steps12.3.. etc. for overcoming each. Be specific. What will it take to get you past what is blocking you from what you want? List the benefits to you. There is no such thing as something for nothing. You must replace a through process and resulting action with a new through process which will produce a desired result.

 Rember, there must be benefit derived of sufficient value and meaning to you alone to be worth the effort necessary to do this and to overcome the resistance to change. Ask yourself, Is it worth it? If the answer is yes, DO IT NOW! If the answer is no, adjust the goal, the date, or the benefit. Write out affirmations-positive statements of fact (i.e. I am debt free), as you intend them to be, written in the present tense. Post them where you can view them often.

Read your affirmations aloud ( whenever possible) FEEL THEM! Read with Conviction over and over until they are statements of fact! Make them a part of you, which burns within!

Visualize your goal in the greatest of detail.. color, smells, texture, sensations. Use all of your sense in visualization . the greater the detail, the faster the subconscious will Act.

MOTIVATION -LEARNED INDUSTRIOUSNESS

MOTIVATION
Learned industriousness Recent research suggests we can learn to be hard, persistent workers. Those of us who have been rewarded, often in childhood, strong efforts to achieve our own or assigned goals tend to develop a work ethic and a moral ethic Likewise, training in persisting or waiting for a worthwhile reward or achievement can help us develop better self-control involving handling delays. So, just as there is learned helplessness, there is learned industriousness. There is a law of least effort. We all try to get things (a pay off) the easiest way we can. Thats smart and different from being lazy. Some of us take on hard challenges, other dont. you can also see an enormous range in the amount of effort people will expend to achieve a given goal. Of course, the value of a goal differs from person to person, but some people simply work much harder and longer than others. Why? Because some have a long history of exerting intense efforts and then being praised and well reinforced. In effect, some have been given effort training to be industrious, others havent. Eisenberger suggests another law, the law of more effort: If hard work has paid off for you in the past in many different ways, your effort and self-control will increase more, as compared to individuals who have worked less hard, as the stakes get higher. Likewise, a boss, teacher, or parent who has positively encouraged and reinforced your high performance and hard efforts in the past will provide more motivation to you than a person who is or has been more permissive. Unfortunately, while effort training seems simple at first, a little though makes you realize that the actual work conditions as well as your attitudes and personality taints are all involved in determining if your hard work is viewed as yielding

rewards or punishment. If hard work is seen as stupid and/or obnoxious, then one way develop learned laxiness. Also, our willingness to work hard, regardless of our past experience, is, in part, a function of our needs and the nature of the work, e.g. mental or physical clean or dirty, cooperative or competitive, social or isolated, all of which may reflect ones reinforcement history (Eisemberger, Kuhlman & Cotterell, 1992). Most important aspects of life are complex. Another fascinating feature is the moral consequences of efforts training Children required to do hard math problems first, cheated less on a later anagram test than students given easy math problems first. We need to know more about the relationship between industriousness and honesty, caring, and other morals. But there are reasons to doubt that the relationship is simple because in some situations having a high needs for achievement increases our tendency to cheat. Lather, we will discuss the harm that can be done to a persons performance, especially on interesting tasks, by extrinsic reinforcement. Eisenbergers research contradicts this; he found that extrinsically rewarding hard work improves performance. Moreover, he says rewarding progressively improving performance (harder and harder effort?) did not reduce intrinsic interest. To me it seems clear that in order to maintain optimal motivation you have to consider both your intrinsic and extrinsic pay offs. The motivation problem is complicated by the fact only parts of working or studying are interesting and exciting, other parts are hard and difficult, still other parts are tedious or boring, and so on. Your have to cope with all parts of life, so it is important for our work to be satisfying, but a history of hard, rewarding efforts involving long delays of reinforcement may also be important in preparing us for the unavoidably hard and uninteresting parts.

THEORIES IMPLEMENTED IN THE ORGANIZATION

HERZBERGS TWO-FACTOR THEORY

According to Herberg men have two dimensions and the need, which drive them to action, may similarly be classified. Adam aspect of man has hygiene needs, which are classified through salary, proper working conditions, perquisites, policies of the enterprise supervision and so on. Herzberg call these as extrinsic factor, which serves to maintain or placate the individual. On the other hand man has very complex needs, which are concern with his psychological growth in the organization, such as achievement, recognition, extra responsibilities, and opportunities, for self-advancement, herzberg termed these as intrinsic factors, which go to motivate the individual. During the course of his research, Herzberg asked the workers to think of the time when they felt especially good about their job and the time when they felt especially bad about their job. He also asked them to describe such conditions that led to such feelings. He found that achievement on the job gave the worker good feeling and lack of achievement does not cause and any bad feeling. As against this if the working condition were not good they do not produce any good feeling, but if they were not good they led to bad felling, this is because in practice when a worker is satisfied with its achievement on the job, he attributes this to intrinsic factor and thereby himself take all the credit for it, on the other hand if he is dissatisfied with his work, he blames the extrinsic factor, for it, and thereby clears himself with all the responsibility for it.

HYGIENE FACTORS Absence will lead to dissatisfaction but appropriate presence may not satisfy Company policies and administration. Type of supervision. Superior subordinate and peer relationship. Working conditions. Salary and security. Motivation factors : Appropriate presence will satisfy but absence will not lead to any dissatisfaction. Achievement Recognition Responsibility The work itself Growth Advancement If the manager removes the factors leading to dissatisfaction he may ensure peace, but not necessary satisfaction. This is become his actions will only placate and maintain Employee and not motivate them. Therefore Herzberg has laid stress on the intrinsic factor, such as reorganization, achievement, and opportunities for increased responsibility and advancement, so as to ensure proper motivation.

MASLOWS THEORY
Abraham Maslow (1971) was critical of traditional psychology because it based its theories on emotionally disturbed patients or on laboratory animals. Like other philosophers, he belived in the basis goodness of humans and in the their tendency to move to higher levels of functioning as their basic physical needs are met. Maslow described the needs at each level, going from the most fundamental physiological needs to the highest, most noble needs. Every person has the fundamental hierarchy of needs. Physiological needs air, water, food, sleep, elimination, sex, activity. Safety needsescape fear and plain, physical security, order, physical safety. Self-esteem needs- to feel competent, independent, successful, respected and worthwhile. Self-actualization needs- being ones true self, achieving ones highest potential, wanting knowledge and wisdom, being able to understand and accept one and others, being creative and ciative of beauty in the world. A self-actualized person is happy, realize, accepting, problem-oriented, creative, democratic, independent, and fulfilling a mission or purpose in life.

Self Actualization Esteem Need Social need Safety need Physiological need

What are the implications of this theory for changing behaviour? First, the theory says it is necessary to generally satisfy ones basic needs before one can turn to meeting needs higher in the hierarchy. But once a person has taken care of the needs at levels 1 and 2, them one is free, in fact motivated to search for love, them self-esteem, and then finally self0actualization. While thinking in terms of a hierarchy of needs may sometimes help you figure out the real underlying problem, research has not supported the theory that all needs at a more primary level must be satisfied before you can move on to higher needs So, go for seld0actualization at 15 or 19 ( even if you lack confidence and a love relationship). Also, remember if you make different assumptions about the basis nature of humans, you will surely find different underlying problems. Maslow would find unmet love or self-esteem needs; Freud would find unmet sexual-aggression needs; Adler would find feeling of inferiority to be overcome. Second, according to theory, few of us ever achieve self-actualization to any significant degree. Maslow assumed it took the most able among us 30 to 40 years to develop self-actualization. Although Maslow believed we become more selfreliant on our own values and adjustment as we met more of our needs, and less dependent on rewards and approval of others, he still emphasized the important of the environment in determining our growth. He felt families and schools and work should berespectfull, non judgment, and trusting, i.e. places where one can make his/her own decision, gain esteem, and use his/her talents. Otherwise, our growth would beslowed or reversed and we would have problems. Maslow has impact on Humanistic education and on business management. But, he left it to others to discover if it possible to develop specific methods of speeding up the natural development of self-actualization, such as through self-help techniques. Maybe in 100 years well all the self-actualizing even as teenagers.

BIBLIOGRAPHY
Here are some of the books that I have consulted for making this project. Organizational Behaviour Stephen P. Robbins 1998 Management A global perspective Heinz Weihrich and Harold Kontz. 1194 Principles of management and organizational behaviours. L.N. Prasad. 1998 Foundation Course Material of CS Tripathi Human resource and development Principles of Management Parag dwan