A STUDY OF THE EMPLOYEE MOTIVATION IN DABUR INDIA LTD.doc

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 Ma’m

Faculty of MBA

Sikkim Manipal University,DE

March-2014

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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.)

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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

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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 man’s time, you can buy a man’s 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 organization’s 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 MA’M 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

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TABLE OF CONTENTS TITLE

PAGE NO.

Introduction To The Project

7

Objective / Scope of study

12

Company’s 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

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Introduction To The Project

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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 don’t 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 manager’s 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.

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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 individual’s 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 employee’s 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.)

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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

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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 country’s 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

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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.

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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

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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

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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

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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 1980’s the third generation of Burman’s 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.

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CORPORATE PHILOSOPHY:-

Knowledge is the key to growth in today’s 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.

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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.

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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

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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

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Worker’s 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.

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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

1

Less qualified

220

2

Medium

150

qualified 3

Highly qualified 40

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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

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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

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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

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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.

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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

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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

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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

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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

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

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

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 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

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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

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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

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

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 Hertzberg’s' 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

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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:

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

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.

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

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

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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.

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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 mastery—not 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.

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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.

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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.

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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

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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

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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 Hertzberg’s 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 can’t breathe, which is more important? The need to breathe, of course. On the other hand, sex is less powerful than any of these. Let’s face it; you won’t die if you don’t 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

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balance (getting too acidic or base will kill you) and temperature (98.6 or near to it). Also, there’s 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, it’s a lot harder to lose!

5.

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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. It’s 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 don’t 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 don’t 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 don’t 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 can’t 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 Mallow’s 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

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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 can’t fully devote yourself to fulfilling your potentials.

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It isn’t surprising, then, the world being as difficult as it is, that only a small percentage of the world’s 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 life’s 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 don’t necessarily justify

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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 wasn’t 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

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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 Gemeinschaftsgefühl -- 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 doesn’t think that self-actualizers are perfect, of course. There were several flaws or imperfections he discovered along the way as well: First, they

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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

Supervisor’s 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

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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 chief’s 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

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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 worker’s 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.

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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

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

What is your choice regarding your relationship with the management?

Good



Bad

Normal

Does your company organize annual social function?

Yes

No

if, required

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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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