GLAXOSMITHKLINE PROJECT REPORT

TRAINING REPORT ON MOTIVATIONAL TECHNIQUES IMPLEMENTED IN GLAXOSMITHKLINE LIMITED, Nabha (Punjab) AND THEIR EFFECTS ON EMPLOYEES in partial fulfillment of the requirement for the award of Master of Business Administration (MBA)

UNDER THE GUIDANCE OF: Mr. C.S. Sharma Manager (HR) GSK, Nabha

SUBMITTED BY: Nirbhai Singh Roll No: 9105 MBA 3rd Semester

MATA GUJRI COLLEGE, FATEHGARH SAHIB

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ACKNOWLEDGEMENT

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ACKNOWLEDGEMENT

No serious and lasting achievement or success one ever achieves without the friendly guidance and co-operation of so many people involved in the particular task. I would like to express my deep sense of gratitude to all those who helped me in framing of the project. To begin with, I express my profound sense of gratitude and indebtedness to Mr. C.S. Sharma, Manager (HR) GSK, Nabha and Mrs. Shivani Bector, Asst. Professor, Mata Gujri College, Fatehgarh Sahib who have generously given me the chance to work under her guidance. There able guidance, constant encouragement and inspiration were instrumental in the completion of this project. I would also like to convey my special thanks to all the employees at GlaxoSmithKline ltd. who at every step provided me the necessary inputs, motivation and guidance, without which it’s hard to imagine the successful completion of this project report.

Nirbhai Singh Roll No. 9105 MBA 3rd Semester

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PREFACE

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PREFACE This project report pertains to the making of a project report for MBA curriculum. The purpose of this project is to make the students have thorough knowledge of the topics given to them. I learned a lot from the hard work I put in to collect information regarding the same, which would be of great use in my near future as a professional.

Justification cannot be done to whatever I have learn t within a few pages but I have still tried my best to cover as much as possible about “A study on motivational techniques implemented GlaxoSmithKline (Punjab) and their effects on employees” in this report. Being students of Post Graduate Diploma in Management, we need to be aware of the organization internal environment.

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TABLE OF CONTENTS Chapter

1. 2.

3. 4. 5.

6. 7. 8.

9. 10. 11. 12. 13. 14

content acknowledgement preface executive summary 1.1 Introduction to gsk india. 1.2 introduction to gsk nabha

PAGE NO.

2.1profile of the company 2.2 historical background 2.3 about the working of nabha plant 2.4 departmental overview 3.1 organisational chart 3.2 management of the company Introduction to the title employee motivation and techniques Theories 5.1 need achievement theory 5.2 abrahman maslow need theory 5.3 theory ‘X’ and theory ‘y’ 5.4 fredrick hezberg motivation theory 5.5 clayton alderfer’s theory 5.6 equity theory Techniques of motivation objectives Research methodology 8.1 type of research 8.2 mode of data collection 8.3 smapling design 8.4 statistical tools limitations Data interpretation & analysis findings conclusion Suggestion Bibliography 14.1 books & journals 14.2 internet sources

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Annexure

EXECUTIVE SUMMARY

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THE EXECUTIVE SUMMARY PROJECT UNDERTAKEN BY ME The project studied by me in organization was “A study on motivational techniques implemented GlaxoSmithKline (Punjab) and their effects on employees” It helps to encourages the human problems to be brought out and gives an opportunity to the employees to understand motivational techniques. Management can learn what the workers think about the policies. It is essential for every organization for their current environment and which will remain in demand in future as it helps in maintaining good management relations and promoting efficiency through employee motivational techniques towards the efficiency of the organisation.

HOW IT WAS UNDERTAKEN A survey was conducted by me among the employees related to organization. An appointment was fixed with the managers (officials) and employees of the company in which their view point was studied, certain questions were asked regarding the Motivational Techniques.; what activities are to be included by the company in regard to these benefits;; to what extent it effects the level of satisfaction and how far it is beneficial for the company. There views helped me a lot to practically understand my project.

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INTRODUCTION

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1.1 INTRODUCTION TO GSK INDIA

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Established in the year 1924 in India GlaxoSmithKline Pharmaceuticals Ltd. (GSK Rx India) is one of the oldest pharmaceuticals company and employs over 3500 people. Globally, we are a £ 28.4 billion, leading, research-based healthcare and pharmaceutical company. In India, we are one of the market leaders with a turnover of Rs. 2080 crore and a share of 5.1%*. At GSK, our mission is to improve the quality of life by enabling people to do more, feel better and live longer. This mission drives us to make a real difference to the lives of millions of people with our commitment to effective healthcare solutions.

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The GSK India product portfolio includes prescription medicines and vaccines. Our prescription medicines range across therapeutic areas such as anti-infective, dermatology, gynecology, diabetes, oncology, cardiovascular disease and respiratory diseases. The company is the market leader in most of the therapeutic categories in which it operates. GSK also offers a range of vaccines, for the prevention of hepatitis A, hepatitis B, invasive disease caused by H, influenza, chickenpox, diphtheria, pertussis, tetanus, rotavirus, cervical cancer and others.

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With opportunities in India opening up, GSK India is aligning itself with the parent company in areas such as clinical trials, clinical data management, global pack management, sourcing raw material and support for business processes including analytics.

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GSK's best-in-class field force, backed by a nation-wide network of stockists, ensures that the Company's products are readily available across the nation. GSK has two manufacturing units in India, located

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at Nashik and Thane as well as a clinical development centre in Bangalore. The state of art plant at Nashik makes formulations while bulk drugs and the active pharmaceutical ingredients are manufactured at Thane.

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Being a leader brings responsibility towards the communities in which we operate. At GSK, we have a Corporate Social Responsibility program that works towards fulfilling basic healthcare, education and other developmental needs of the underserved population. With this dedication and commitment, we believe that the world will be better, healthier and happier.

•

GSK is committed to developing new and effective healthcare solutions. The values on which the group was founded have always inspired growth and will continue to do so in times to come.

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GSK India In India, GSK is one of the market leaders with a turnover of Rs. 2080 crore and a share of 5.1 percent [source: IMS Indian Purchase Audit (IIPA), Dec MAT 2010] • GSK leads in several therapeutic segments - dermatology, antihelmentics, hormones [source: IIPA,Dec MAT 2010] • GSK has 7 products in the top 50 brands, and the top five GSK products are Augmentin, Calpol, Ceftum, Phexin, and Betnesol [source: IIPA, Dec MAT 2010] • GSK's vaccines division is ranked first in a fast-growing vaccines market. Some leading products in India are Havrix, Varilrix, Rotarix, Hiberix and Cervarix [source: Vaccines audit Dec MAT 2010] • GSK India's R&D centres at Thane and Nashik have been granted recognition by the Department of Scientific and Industrial Research, Government of India • The number of clinical studies conducted in India is rapidly growing across a range of therapy areas • GSK India's social responsibility programmes focus on development of under developed villages, women, children and aged, specifically in the areas of healthcare and education •

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1.2. INTRODUCTION ABOUT GSK, NABHA Performance of employees and successful fulfilling of all objectives of the company depends on many factors.One of this factors is motivation.But what does it mean motivation ? It is difficult enough to define it because it is something that can`t be seen and exactly measured.We can just observe it in the changes of human behavior. There are many definitions of motivation but all have common fact that motivation is psychological process influenting internal motives which direct behaviour of a person and force him to activity with intention to reach some objectives. An Employee with motivation works better than one without it. It is also known that people are ready to work hard if they see that their work is rewarded.Managers therefore must know how to motivate their employees in order to complete task and achieve goals of the company. Since motivation influences productivity, supervisors need to understand what motivates employees to reach peak performance. It is not an easy task to increase employee motivation because employees respond in different ways to their jobs and their organization's practices. Motivation is the set of processes that moves a person toward a goal. Thus, motivated behaviors are voluntary choices controlled by the individual employee. The supervisor (motivator) wants to influence the factors that motivate employees to higher levels of productivity. Factors that affect work motivation include individual differences, job characteristics, and organizational practices. Individual differences are the personal needs, values, and attitudes,

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interests and abilities that people bring to their jobs. Job characteristics are the aspects of the position that determine its limitations and challenges. Organizational practices are the rules, human resources policies, managerial practices, and rewards systems of an organization. Supervisors must consider how these factors interact to affect employee job performance.

PROFILE OF THE COMPANY

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2.1. PROFILE OF THE COMPANY GSK is an associate of GlaxoSmithKline plc. of the U.K, a global science based healthcare company. GSK has continually benefited from the technical and marketing inputs that have been available as a consequence of this association. GSK is the largest player in the health food drinks industry. The Company with its manufacturing plants located in Nabha, Rajahmundry and Sonepat has a total workforce of about 2700 people. GSK has a strong marketing and distribution network in India comprising over 2,200 wholesalers and direct coverage of over 5,15,000 retail outlets. Its flagship product, Horlicks, is a widely regarded and highly respected brand for over 100 years

2.2 HISTORICAL BACKGROUND GlaxoSmithKline consumer healthcare Ltd. is a pharmaceutical and healthcare company born out of the merger of two leading international organisations SmithKline Beecham and Glaxo. Its mission is “ To improve the quality of human life by enabling people to do more , feel better and live longer ˮ. THE YEAR 1955 : Horlicks a milk product manufactured by Horlicks Ltd. slough , England was being imported , bottled and sold in India. Due to import policy import stopped. THE YEAR 1956-57: A team from the organisation visited to explore the possibilities of setting up a plant with the support of Maharaja of Nabha, his highness PARTAP SINGH , and a plant

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was set up at Nabha. THE YEAR 1958 : On May 31,1958 His highness Pratap Singh laid the foundation stone of the company at Nabha. THE YEAR 1960 : On 24th March 1960, the factory went into production. THE YEAR 1969 :

Horlicks Group disposed off their holding in India and U.K.to “

BEECHAM GROUP OF INDUSTRIES ˮ Which is multinational and owns more than 200 countries engaged in manufacturing of Brylcream , Haircream , Eno fruit salt, Macleans , Toothpaste , etc. Immediately after taking over the management , Beecham Group shifted its head office from Nabha to Delhi. THE YEAR 1979 : Beecham India (Pvt.) Mumbai merged with Hindustan Milkfood Manufactures ltd . and the name was changed to H.M.M. Ltd Beecham Group Plc. THE YEAR 1991 : SmithKline U.S.A merged on September 16, 1991 to form SmithKline Beecham Consumer Brands ,Plc .with its registered office in U.K. H.M.M became a part of SmithKline Beecham Consumer Brands, one of the three sectors of SmithKline Beecham and its name was changed to SmithKline Consumer Brands. THE YEAR 1994 : The name was changed to SmithKline Consumer Healthcare Ltd. to reasset the company’s promise of providing Healthcare to consumers. The company decided to do away with its toiletry products and sold its brands like Brylcream and Silvikrin to Sara Lee. THE YEAR 2000 : the company acquired MALTOVA and VIVA brands of nutritional from Jagjit Industries Ltd. A merger took place between SmithKline Beecham and Glaxo and a new company Glaxo SmithKline (GSK) was formed on 27-12-2000

Glaxo

SmithKline Beecham

Merge r

GlaxoSmithKline

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THE YEAR 2004 : the Bank of Punjab has tied up with the company for facilitating finance on attractive terms to its milk suppliers. The company started packing Horlicks in ½ Kg and 1Kg pouches. Packing machines were imported and installed. As the main market for sale of Horlicks was in the South and West India , need was felt for the sale of Horlicks in small units of the country. Therefore packing station was opened at different places. At present Horlicks is dispatched from Nabha in bulk quantity to the following packing stations : Chennai Hyderabad Balabgarh Mangaldo (Assam) The main warehouse is located at Gaziabad. The marketing of the company’s product is done through various region sales Offices (RSO) situated at : North Delhi West Mumbai East Kolkata South Chennai The company has established a new plant in Sonepat with a capital layout of Rs.246.69 crores. This plant is fully automatic using Spray Dry Technology. This plant has the State of Art Plant and machinery , and is the biggest Spray Drying plant in Asia with European GMP and safety standards. THE YEAR 2005: GlaxoSmithKline is a leading research-based pharmaceutical company with a turnover of £21.7 billion in 2005, making prescription medicines, vaccines, over-the-counter medicines, and consumer healthcare products. They have operations in 119 countries, employ 100,000 people globally with 19,000 based in the UK across 21 locations THE YEAR 2006: company delivered a strong financial performance in 2006. Turnover of £23.2 billion is an increase of 9 per cent at constant exchange rates THE YEAR 2007: The Best Blue Chip for 2007: GlaxoSmithKline. A blue-chip stock is a large

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company that has a stable source of revenues in good times or bad, and whose business outlook is fairly predictable over the long run.

2.3ABOUT THE WORKING OF THE NABHA PLANT At Nabha as the production expended more requirements of the staff and workmen was felt. There were no problems of requirement of labour. 50% of workmen were made permanent and casuals were enrolled as per requirement. The union of workmen came into existence after few years of inception. The plant at present employees a work force varying from 1500 to 2000 out of which approximately 1115 are permanent. There is a staff and management of about 172 persons. There is a wage agreement for 3 years. The workers also get one weekly rest. The plant runs 365 days a years in 3 shifts daily which work from 5.15am to 1.15pm, 1.15pm to 9.15pm and 9.15pm to 5.15am.. the office opens 6 days a week.

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Schedule SHIFTS

IN

OUT

General

8.45am

5.30pm

Morning Shift

6.00 am

2.00pm

2nd Shift

2.00 pm

10.00 pm

3rd Shift

10.00 pm

6.00 am

GMS – India Human Resources

Page 21

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PRODUCTS MANUFACTURED IN GSK NABHA FACTORY 1. Horlicks •

Vanilla Horlicks

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Horlicks Lite

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Horlicks Elaichi

2. Junior Horlicks •

Junior Horlicks Chocolate

3. Boost Malt Drink •

Boost ChocoBlast

4. Mother’s Horlicks 5. Gopika Ghee

2.4 DEPARTMENTAL OVERVIEW The various departments in GSK Ltd. Nabha are:

1. Manufacturing Department 2. Engineering Department 3. Quality Assurance Department. 4. Warehouse Supply Chain Management 5. Procurement Department 6. Finance Department & IT 7. Human Resources and Administration Department. 8. Environment, Health and Safety Department (EHS) 9. Operational Excellence 10. Research & Development

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OPERATIONAL EXCELLENCE MANUFACTURING

ENVIORNMENT HEALTH & SAFETY

ENGINEERING

HR & A QUALITY ASSURANCE FINANCE & I.T.

WAREHOUSE SUPPLY CHAIN MANAGEMENT

PROCUREMENT

Pictorial View of HRA Department TIME OFFICE

HR & A DEPARTMENT

CANTEEN

HEALTH CENTRE

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Fig: HR & A Department and Parts TIME OFFICE: Time Office is the part of the HR & A Department. Time Office keeps the record related to the attendance of every staff members, permanent & temporary workers, management trainees, summer trainees etc. The attendance of every employee, worker and trainees is taken by a punch card. It also keeps the record of every vehicle which comes in and goes out from the factory. If any visitor or vendor comes into the factory firstly he reports to time office, where they issue him a Visitor card and a slip. On the slip it is mentioned that in which department the person wants to visit and name of the employee to which he wants to meet. Time is also mentioned on the slip that when the visitor comes in and goes out from the factory site. HEALTH CENTRE : In health centre, medical reports of every staff members and workers are maintained. Every staff member is examined medically on his birthday and workers are examined regularly after 3 or 6 months. Different injections are given to them for their protection. Health centre is opened 24 hours and ambulance is roaming in the site. There are 3 pharmacists and 2 Doctors. Health centre and every instrument is properly sterilized. CANTEEN: There is one canteen in which food is prepared in steam cookers and supplied to all the dinning halls. There are 2 dinning halls for workers and 2 for staff members which are in GMP area and Non-GMP area. All the halls are properly cleaned with hygienic conditions. There is different time schedule for workers in every working shift. The menu is display on the canteen notice board which is decided by canteen head and the menu is changed every week. During any training program which is organized in Nabha site and the participates are coming from outside than special menu is decided.

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SITES Besides a factory in Nabha GSK has another factory in Rajahmundhry (A.P). and Sonipat (Haryana) the packing stations are at : Guahati (Assam) Ballabgarh (Haryana) Kompally (A.P) The main warehouses is situated at GHAZIABAD The marketing of the company’s products is done through the various Regional sales office (RSO) situated at : Delhi

(North)

Bombay

(West)

Kolkata

(East)

Chennai

(South)

The company has its head office in Gurgaon. Bulk-malted food manufactured in Nabha is dispatched to different packing stations in drums for packing in units container or gazzeted pouches (GPs). BUSINESS STATIONS The company started packing Horlicks in ½ Kg and 1kg pouches. Packing machines was imported and installed. The main market for sale of Horlicks was in the South and East India, need was felt for the sale of Horlicks in small units of the country. Therefore, different stations were opened at different places. At present Horlicks is dispatched from Nabha in bulk quantity to the following packing stations:  BALLABGARH  MANGALDOI (ASSAM)  KOMPALLY  BADDI (HIMACHAL PRADESH)

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 HAMIRA  PARSON The marketing of the company's products is done through various Regional Sales Offices (RSO) situated at:  NORTH (NEW DELHI OFFICE) WEST

(MUMBAI OFFICE)

 EAST

(KOLKATA OFFICE)

 SOUTH (CHENNAI OFFICE) The company has its head office in Gurgaon. Bulk-malted food manufactured in Nabha is dispatched to different packing stations in drums for packing in unit’s container or gusseted pouches (GPs).

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3. ORGANISATION CHART

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General Manager

Secretary

Finance

Procurement

R & D

WSM

HR & A

LEGAL

CANTEEN & HEALTH

Canteen

Quality

Health

OE

ER

Security

Production

EHS

Engineering

RECRUITMENT T&D, OD

Wages & Salary Administration

3.1 MANAGEMENT

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Company is managed by the Board of Directors and the Corporate Executive Team. The Board is comprised of five executive and 11 non-executive directors who are responsible for our corporate governance and ultimately accountable for our activities, strategy and performance.

The Chief Executive Officer (CEO) is responsible for the management of the business and is assisted by the Corporate Executive Team that manages our activities. Each member is responsible for a specific part of the business and reports to the CEO

MANAGING DIRECTOR:

Zubair Ahmed

OPERATIONS DIRECTORS:

Praveen K. Gupta

FINANCE & IT DIRECTOR:

Gautam K. Chakraborty

HR &A DIRECTOR:

Arun Sehgal

HEAD CORPORATE COMMUNICATION:

Shiraj Chakraborty

R & D DIRECTOR:

Pradeep K Chaudhary

REGISTERED OFFICE:

Patiala Road

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Nabha 147201 (Punjab) HEAD OFFICE:

DLF Plaza Tower DLF city phase-1 Gurgaon 122002 (Haryana)

COMPANY WEBSITE ADDRESS:

www.gsk-ch.in

STATUS:

Multinational Company from U.K.

QUALITY STATUS:

OHSAS-18001 ISO9000:2000 ICO 14001:2004

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EMPLOYEE MOTIVATION & its TECHNIQUES

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4. EMPLOYEE

MOTIVATION AND TECHNIQUES

If you have built castles in the air, your work need not be lost. That is where they should be. Now put the foundation under them. -- Henry David Thoreau The power and ability to succeed is in all of us - all it takes is the motivation to get something happening. Because unless you take action, your dreams of success will remain just that dreams.

MOTIVATION The word motivation is coined from the Latin word "movere", which means to move. Motivation is defined as an internal drive that activates behavior and gives it direction. The term motivation theory is concerned with the processes that describe why and how human behavior is activated and directed. It is regarded as one of the most important areas of study in the field of organizational behavior. There are two different categories of motivation theories such as content theories, and process theories. Even though there are different motivation theories, none of them are universally accepted.

there are 3 components of motivation: ● direction – what a person is trying to do ● effort – how hard a person is trying ● persistence – how long a person keeps on trying Furthermore, literature distinguishes 2 types of factors that influence motivation:

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● intrinsic – self generated factors (responsibility, freedom to act, scope to use and develop skills and abilities, interesting and challenging work, opportunities for advancement) – they have a deeper and longer-term effect ● extrinsic - what is done for people to motivate them (rewards, promotion, punishment) – they have an immediate and powerful effect, but won’t necessarily last long

Motivational Concepts Reward and Reinforcement A reward is that which follows an occurrence of a specific behavior with the intention of acknowledging the behavior in a positive way. A reward often has the intent of encouraging the behavior to happen again. There are two kinds of rewards, extrinsic and intrinsic. Extrinsic rewards are external to, or outside of, the individual; for example, praise or money. Intrinsic rewards are internal to, or within, the individual; for example, satisfaction or accomplishment. A reinforcer is different from reward, in that reinforcement is intended to create a measured increase in the rate of a desirable behavior following the addition of something to the environment. Coercion The most obvious form of motivation is coercion, where the avoidance of pain or other negative consequences has an immediate effect. Extreme use of coercion is considered slavery.. Selfcoercion is rarely substantially negative (typically only negative in the sense that it avoids a positive, such as undergoing an expensive dinner or a period of relaxation), however it is interesting in that it illustrates how lower levels of motivation may be sometimes tweaked to satisfy higher ones. Self control

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The self-control of motivation is increasingly understood as a subset of emotional intelligence; a person may be highly intelligent according to a more conservative definition (as measured by many intelligence tests), yet unmotivated to dedicate this intelligence to certain tasks Drives and desires can be described as a deficiency or need that activates behaviour that is aimed at a goal or an incentive. These are thought to originate within the individual and may not require external stimuli to encourage the behaviour. Basic drives could be sparked by deficiencies such as hunger, which motivates a person to seek food; whereas more subtle drives might be the desire for praise and approval, which motivates a person to behave in a manner pleasing to others.

5. THEORIES OF MOTIVATION No single theory can account for all aspects of biological motivation, but each of the major approaches contributes something to our understanding of motivation, so we need to understand their strengths and weaknesses. 5.1Need Achievement Theory David McClelland’s achievement motivation theory envisages that a person has need for three things but people differ in degree in which the various needs influence their behavior: Need for achievement, Need for power, and Need for affiliation

5.2Abraham Maslow’s “Need Hierarchy Theory”: One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator.

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As per his theory this needs are : (i) Physiological needs : These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work. (ii) Security or Safety needs : These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm. (iii) Social needs : Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship. (iv) Esteem needs : According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like selfrespect, autonomy and achievements and external esteem factors such as states, recognition and attention.

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(v) Need for self-actualization : Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming, it includes growth, achieving one’s potential and self-fulfillment. It is to maximize one’s potential and to accomplish something. As each of these needs are substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level. Maslow’s need theory has received wide recognition, particularly among practicing managers. This can be attributed to the theory’s intuitive logic and ease of understanding. However, research does not validate these theory. Maslow provided no empirical evidence and other several studies that sought to validate the theory found no support for it. 5.3 “Theory X and Theory Y” of Douglas McGregor : McGregor, in his book “The Human side of Enterprise” states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. After viewing the way in which the manager dealt with employees, McGregor concluded that a manager’s view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behavior towards subordinates according to these assumptions.

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On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word “authoritarian” suggests such ideas as the “power to enforce obedience” and the “right to command.” In contrast Theory Y organizations can be described as “participative”, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization. However, this theory has been criticized widely for generalization of work and human behavior.

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5.4Frederick Herzberg’s motivation-hygiene theory

Frederick has tried to modify Maslow’s need Hierarchy theory. His theory is also known as twofactor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfiers for employees at work. In- trinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his theory on the question : “What do people want from their jobs ?” He asked people to describe in detail, such situations when they felt exceptionally good or exceptionally bad. From the responses that he received, he concluded that opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He states that presence of certain factors in the organization is natural and the presence of the same does not lead to motivation. However, their

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nonpresence leads to demotivation. In similar manner there are certain factors, the absence of which causes no dissatisfaction, but their presence has motivational impact.

5.5Clayton Alderfer’s ERG Theory : Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model named ERG i.e. Existence – Relatedness – Growth. According to him there are 3 groups of core needs as mentioned above. The existence group is concerned mainly with providing basic material existence. The second group is the individuals need to maintain interpersonal relationship with other members in the group. The final group is the intrinsic desire to grow and develop personally. The major conclusions of this theory are : 1. In an individual, more than one need may be operative at the same time. 2. If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies. 3. It also contains the frustration-regression dimension.

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5.6 Equity Theory As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs. People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. Accordingly :

If people feel that they are not equally rewarded they either reduce the quantity or quality of work or migrate to some other organization. However, if people perceive that they are rewarded higher, they may be motivated to work harder.

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6. TECHNIQUES FOR MOTIVATING Motivation. It’s probably one of the hardest things to keep and maintain when studying for a computer certification - particularly when trying to juggle the demands of everyday life. Some of these certifications can be long and arduous, and trying to find the time and the inclination to keep hitting the books can tax even the most determined person. But motivation can also be one of the most powerful tools that you have at your disposal. If you are determined to succeed, chances are you will. Motivation in the work environment has changed. Change has become the norm. Also the motivation level of employees has changed. This can lead to increased dissatisfaction and decreased productivity. Here are techniques for motivating your employees to succeed during chaos: 1.

Take Care of the Little Things to Motivate Others

Doing the little things well will show that your respect your employees. Making sure you are on time for meetings, saying “good morning” and “thank-you,” and returning phone calls and e-mails in a timely manner goes a long way to showing your employees that you care during chaotic times. 2.

Be an Active Listener to Motivate Others

Recent research stated that the average supervisor or manager only invests two hours per year applying “pure listening” skills. Pure listening is when you are listening to your employee you are not: ˮ

Multitasking

ˮ

Ordering your lunch

ˮ

Watching people walk by your office.

ˮ

Answering telephone calls

ˮ

Setting up appointments

To be a pure listener you must be an active listener. Good managers do more than pay attention. They genuinely care about people and never talk down to them. They ask their employees about their goals and dreams, their past achievement, their concerns and challenges

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during this chaotic time. They listen with their hearts and minds. They respect the employee’s thoughts and opinions. They realize that the employees sometimes have the best answer for achieving more through chaos. 3.

Walk Your Talk to Motivate Others

If you expect your employees to arrive early, then you arrive early. If you expect your employees to keep their promises, you keep your promises. If you want your employees to keep to high standards, you keep to high standards. Your employees are watching you even when you don’t think they are watching you. So set the tone. Once you walk through the doors of your organization make sure you are positive and upbeat if you expect your employees to be positive and upbeat. 4.

Let People Know They Make a Difference to Motivate Others

At the top of many lists of what motivates employees, more than money, is knowing that they make a difference at work. One of the most powerful methods of letting your employees know they make is difference is…praise. The praise should relate to how the employee helps achieve the overall mission of the organization. 5.

Communicate Clearly to Motivate Others

Communicate so that others understand what you want to achieve. Adapt your communication to the audience you are speaking. Constantly communicate your vision and goals so that there are no misunderstandings. The clearer the vision, the clearer the communication, the clearer the opportunity for success. 6.

Help Employees Succeed to Motivate Others

People go to work to succeed, not fail. It is your job to understand your employee’s strengths and weaknesses so that you can put them in the best position to succeed. If, for example, you find out that an employee is lacking in a certain skill set to succeed during a change then provide the coaching and training to make them and your organization successful. The best managers minimize or eliminate their employees weaknesses and while building on their strengths. Remove any and all barriers to success.

41

7.

Focus Your Team on the Goal to Motivate Others

Focus your employees on the end result, the overall team goal. Once you successful communicate this your team will band together to defeat any obstacles that get in the way. 8.

Create High Standards to Motivate Others

High-performance organizations set high standards for their people. Employees want to know what is expected of them, how their performance is measured, and what rewards they can expect when they exceed the standard. Make sure the standards are consistently applied to each employee. Make sure each employee understands how the standards are measured so that they know how to reach it. As each plateau is reached, set new goals. 9.

Help Your Employees Compete and Win to Motivate Others

Develop goals that help all your employees excel. Make your goals inclusive not exclusive. This means that everybody is working together and wins together. Have your employees complete against the goal, not each other. 10. Reward Outstanding Achievement to Motivate Others Find ways to recognize your achievers in a public way. The more you reward employees for excellent achievement, the more you receive more of the same behavior. Make sure you are consistent with the way you contribute rewards to your employees. Very important, make use you communicate exactly why the employee is being rewarded. And last, reward as soon as possible to the action. Some of the ways you can show recognition are: ˮ

Idea board

ˮ

Initiative Board

ˮ

Star Spotlight

ˮ

Certificates

ˮ

Gift cards

ˮ

Say thank-you

ˮ

Lunch

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Apply these motivation techniques and you will motivate others to achieve your goals during the most challenging of times.

43

OBJECTIVES

44

7. OBJECTIVES

The current research was aimed at determining the approach regarding study on motivational techniques implemented GlaxoSmithKline (Punjab) and their effects on employees. The research focused on the following major issues.

Objective of the project: 1. To study the motivational techniques and its effect on the employees. 2. To know about of the recent changes which motivate employees.

3. To study the effect of monetary and non monetary benefits provided by the organization on the employee’s performance. 4. To find out the problems which stop employees performing best for company? 5. To study the effect of job promotion on employees. 6. To learn the employee’s satisfaction on the inter- personal relationship exist

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

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RESEARCH METHODOLOGY

46

8. RESEARCH METHODOLOGY Meaning of Research: -

Research in common manner of speaking refers to a search for knowledge. According to Redman and Mory it is “systematized effort to gain new knowledge.” Some people consider research as a movement from known to the unknown.

Thus, Research is an original contribution to the already existing stock of knowledge leading to further advancement. It is the pursuit of truth with the help of study, Observation, comparison and experiment. In short, the search for knowledge through objective and systematic method of finding solution to a problem is research.

8.1Type of Research The Research criteria I am following is “Descriptive Research” which involves fact finding in nature. It includes survey and fact-finding enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs, as it exists at present. 8.2Mode of Data Collection

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The study is based on both Primary and Secondary data which includes a) Primary Data The Primary Data has been gathered through the structured questionnaire and direct personal interviews with the managers (officials) and employees.

b) Secondary Data Secondary Data has been gathered from journals, magazines, newspapers and online material on Motivational Techniques.

I have taken data of Organizations:i.

Glaxosmithkline, Nabha

I have collected data from GlaxoSmithKline, Nabha. A structural questionnaire was designed in the organisation. I have contacted some of the Manager (Officials) and Employees personally. Some 100 responded out of all contacted. Few of the filled questionnaires were incomplete, so were dropped off at time of analysis. For the above said purpose i.e. to collect data, I designed a questionnaire having total of 16 numbers of statements 10 for Managers (Officials) and 6 for Employees which were designed as open ended. Respondents were asked to opt out of given options, the final score was computed to analyze.

8.3SAMPLING DESIGN  SAMPLE SIZE o 100 employees from GlaxoSmithKline, Nabha

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

15 Managers (Officials) from GlaxoSmithKline, Nabha

 SAMPLING TECHNIQUE In this study, the respondents were chosen through convenience and random sampling.

 SCOPE OF THE STUDY Scope of the present study is to analyse the motivational techniques among employees, GlaxoSmithKline, Nabha and evaluate the major problems and benefits to the employee.

8.4STATISTICAL TOOL Data collection through survey was analyzed with the help of simple % Tabular & graphic method that includes both bar graphs & Pie Charts.

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LIMITATIONS

50

9. LIMITATIONS In spite of the best efforts there are always some problems or limitations associated with market research that cannot be removed but can be minimized only. In this survey also there could be certain error due to these factors.

1. Small Sample Size Our sample size is very small as compared to total customer base that means our sample size is comparatively small in accordance with the universe, which is large enough. So deduction drawn from the project can’t be generalized. That can’t be generalized to the whole of Glaxo Smithkline, Nabha employees.

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2. Time Constraint Research is continuous process and is never ending activity could be inappropriate to certain factor. 3. Non-Response Error As this research is based upon responses provided by employees, so non-responses and some wrong responses may play as the part of error. 4. Sampling It is not possible to cover each and every consumer so it has been tried to cover all section of section of employees by taking representative sample, which limit. The research is limited to small extent. These limitations may have effect on findings of the work but not up to large extent and thus do not affect the findings of the work very significantly. Some of the Respondents didn’t like to share their views and some were ignorant about the facts of the Glaxo Smithkline, Nabha

DATA 52

INTERPRETATION & ANALYSIS

53

10. DATA INTERPRETATION AND ANALYSIS MANAGEMENT 1. What is the 'primary aim' of your company?

Table 1 Principle

12

Priorities

11

Mission

10

Graph 1

12 11.5 11 10.5

12 11

10

10

9.5 9

Principle

Priorities

Mission

Interpretation: According to 15 respondents (Managers and Officials) 12 of them say Principles, 11of them say Priorities, and rest 10 of them say mission is the primary aim of the company.

54

2. What obstacles stop employees performing to best effect?

Table 2 Work Environment

5

Home Environment

7

Practices that Zap Motivation

3

Graph 2 Practices that Zap Motivation 20%

Work Environment 33%

Home Environment 47%

Work Environment

Home Environment

Practices that Zap Motivation

Interpretation: According to 15 respondents (Managers and Officials)

33% says work

environment, 47% of them says Home environment and rest 20% says Practices that Zap motivation stops employees performing to he best effect.

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3. What really motivates your staff? Table 3 Financial Rewards Status Praise and Acknowledgement Competition Job Security Public Recognition Fear Perfection

13 10 9 7 11 5 3 12

Graph 3 14 12 10 8 13 6 10

12

11 9

4

7 5

2

3

0 Financial Rewards

Status

P raise and

Competition

J ob Security

P ublic Recognition

Fear

Perfection

Acknowledgement

Interpretation: According to 15 respondents (Managers and Officials) 13 of them say financial rewards, 10 of them say status, 9 of them say Praise and acknowledgement, 7 of them say competition, 11 of them say job security, 5 of them say public recognition,3 of them say fear and rest 12 of them say perfection are really motivates staff to do work.

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4. What are the main motivation techniques to be perform in the organization to motivate employees? Table 4 Make the work interesting Help in establishing goals

11 7

Provide informative feedback Show interest in employees

6 9

Encourage Participation Traditional Incentive Program

12 14

Graph 4 14 12 10 8 6

14 12

11 9

4

7

6

2 0

Make the w ork interesting

Help in establishing goals

Provide informative feedback

Show interest in employees

Encourage Participation

Traditional Incentive Program

Interpretation: According to 15 respondents (Managers and Officials) 11 of them say making the work interesting, 7 of them say helps in establishing goals, 6 of them say providing informative feedback, 9 of them say show interest in employees, 12 of them say by encourage participation and rest 14 of them say traditional incentive programs are the main motivation techniques to be perform in the organization to motivate employee.

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5. What little things to take care to motivate others?

Table 5 On time for Meeting

9

Saying Good Morning &Thank You

11

Returning Phone Calls Timely

9

Returning E-Mails Timely

8

Graph 5

12 10 8 6

11 9

9

4

8

2 0

Outime for Meeting

Saying Good Morning &Thank You

Returning Phone Calls Timely

Returning EMails Timely

Interpretation: According to 15 respondents (Managers and Officials) 9 of them says on time for meetings, 11 of them say good morning and thank you, 9 of them says returning phone calls timely and rest 8 of them say returning e-mails timely are the little things to take care to motivate others.

58

6. What are the patterns of motivation in your company? Table 6 Regularity

9

Punctuality

10

Discipline

12

Graph 6

12 10 8 12

6 9

10

4 2 0 Regularity

Punctuality

Discipline

Interpretation: According to 15 respondents (Managers and Officials) 9 of them say regularity, 10 of them say punctuality, and rest 12 of them says disciplines are the patterns of motivation in the company.

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7. Do take care about pure listening, pure listening is when you are listening to your employee you are not? Table 7 Multitasking

7

Order your lunch

3

Watching people walk by your office

5

Answering Telephone Calls

9

Setting up Appointment

11

Graph 7 12 10 8 6

11 9

4

7 5

2 0

3

Multitasking

Order your lunch Watching people Answ ering w alk by your Telephone Calls office

Setting up Appointment

Interpretation: According to 15 respondents (Managers and Officials)

7 of them says

multitasking, 3 of them say ordering your lunch, 5 of them say watching people walk by your office, 9 of them say answering telephone calls and rest 11 of them say setting up appointments.

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8. What really motivate employee when you walk your talk? Table 8 Arrive Early

11

Keep their Promise

12

Keep to high Standards

9

Be Positive and Upheat

14

Graph 8 14 12 10 8 6

14 11

12 9

4 2 0 Arrive Early

Keep their Promise

Keep to high Be Positive and Standards Upheat

Interpretation: According to 15 respondents (Managers and Officials) 11of them say arrive early, 12 of them say keep their promises, 9 of them say keep to high standard and rest 14 of them say be positive and up heat are really motivates employee.

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9. How the employee helps achieve the overall mission of the organization? Table 9 Praise them

9

Communicate Clearly

8

Help employees succeed to motivate others

11

Help your employees Compete and Win to Motivate Others

12

Graph 9 12 10 8 6

11 9

4

12

8

2 0 Praise them Communicate Help Help your Clearly employees employees succeed to Compete and motivate Win to others Motivate Others

Interpretation: According to 15 respondents (Managers and Officials) 9 of them says to praise them, 8 of them says to communicate clearly, 11 of them says to help employees succeed to motivate others and rest 12 of them says to help your employees complete and win to motivate others are the overall achievements to do in the organization.

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10. What other ways you can show recognition for motivation? Table 10 Idea Board

3

Initiative Board

7

Star spotlight

5

Certificate

4

Gift Cards

9

Lunch

8

Graph 10 9 8 7 6 5

9 8

4

7

3 2

5 4 3

1 0 Idea Board

Initiative Board

Star spotlight

Certificate

Gift Cards

Lunch

Interpretation: According to 15 respondents (Managers and Officials) 3 of them say by idea board, 7 of them say by Initiative board, 5 of them say by Star spotlight, 4 of them say by certificate, 9 of them say gift cars and rest 8 of them say by lunch are the ways by reorganization for motivation occurs.

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EMPLOYEE 1. Job Knowledge Motivates Working Table 1 Has a clear understanding of the job requirements and responsibilities Has the skills and knowledge for the job Keeps abreast of new developments relating to this job Demonstrates evidence of continually improving knowledge related to this job

Poor 0

Average 7

Good 42

Outstanding 51

0

11

52

37

3

9

41

47

2

13

45

40

Graph 1 Job Knowledge Motivates working

180 45

160

40

140 120

41

47

100 80 52

37

60 40

13 9

20 0

42

51

11 2 3 0

Poor

7

Average

Good

Outstanding

Interpretation: According to the employee response from the survey most of the employees have good and outstanding Demonstrates evidence of continually improving knowledge related to this job, Keeps abreast of new developments relating to this job, has the skills and knowledge

64

for the job and has a clear understanding of the job requirements and responsibilities.

65

2. Planning and Problem Solving Enhance Motivation Table 2 Poor Works in an organized manner Requires minimal supervision Can identify problems Reacts to problems in an appropriate timescale

Average 7 3 11 9

Good 16 13 23 21

39 41 36 42

Outstanding 38 43 30 28

Graph 2 Planning and Problems solving Enhance Motivation

160 42

140

28 120 100

36

30

41

43

39

38

80 21 60 23

40 20

9

13

11 3 7

16

0

Poor

Average

Good

Outstanding

Interpretation: According to the employee response from the survey most of the employees have good Works in an organized manner, requires minimal supervision, reacts to problems in an appropriate timescale, and can identify problems.

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3. Productivity Leads to Motivation Table 3 Poor Achieves established goals Can multi-task between several projects Meets productivity standards

Average

Good

Outstanding

0

19

32

49

11

21

39

29

3

17

37

43

Graph 3 Productivity Leads to Motivation

140 120 43

100

37

80 29 60 17 40 20 0

39

21 3 11 0

Poor

49 32

19

Average

Good

Outstanding

Interpretation: According to the employee response from the survey most of the employees have outstanding achieves established goals; can multi-task between several projects and meets productivity standards

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4. Communication Skills Boots Motivation Table 4 Poor

Average

Can express ideas effectively

Good

Outstanding

14

19

36

31

Makes positive contribution to meetings

7

23

38

32

Listens carefully

3

16

41

40

Graph 4 Communication Skills Boots Motivation

120

100

41 40

80

60

16

40

20

38 32

23 3 7 14

36

31

19

0

Poor

Average

Good

Outstanding

Interpretation: According to the employee response from the survey most of the employees have good makes positive contribution to meetings, can express ideas effectively and listens carefully

68

5. Team Work Creates Motivational Environment Table 5 Poor Works well with others Will demonstrate leadership when required by the group Helps others identify problems Helps others react to problems in appropriate timescale

Average

Good

Outstanding

0

21

39

40

4

28

43

25

7

19

33

41

9

23

42

26

Graph 5 Team Work Creates Motivational Environment

160 42

140

26

120 33

100

19

60

0

43 25

28

40 20

41

23

80

9 7 4 0

Poor

39

40

21

Average

Good

Outstanding

Interpretation: According to the employee response from the survey most of the employees have good works well with others, will demonstrate leadership when required by the group, helps others identify problems, and helps others react to problems in appropriate timescale

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6. Management Skills Helps Motivation Table 6 Poor Clearly communicates goals to all team members

12

Average Good Outstanding 27 35 26

Assumes responsibility for achieving goals/objectives

7

21

41

31

Reports progress towards reaching goals

3

19

38

40

Is an effective leader Positively motivates others to reach goals & gain skills

15 11

23 26

36 33

26 30

Graph 6

M a n a g e m e n t s k ills H e lp s M o tiv a tio n 100 90

26

26

31

30

40

80 70 60

35

36

50

38

40 30

0

23

27

26

21

20 10

33

41

19 12

7

15 3

11

Cle a rly c o mmu n ic a te A s s u me s r e s p o n s ib ility Re pf o r ts p r o g re s s to w aIsr dasn e f f e c tiv e le a dPo e r s itiv e ly mo tiv a te s o th e r s g o a ls to a ll te a m me mb a cehrsie v in g g o a ls /o b je c tiv e rse a c h in g g o a ls to re a c h g o a ls & g a in s kills

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FINDINGS

71

11. FINDINGS MANAGEMENT •

According to Managers and Officials Principles, Priorities and mission is the

primary aim of the company. •

According to Managers and Officials work environment, Home environment and

Practices that Zap motivation stops employees performing to he best effect. •

According to Managers and Officials financial rewards, status, Praise and

acknowledgement, competition, job security, public recognition, fear and perfection are really motivates staff to do work. •

According to Managers and Officials making the work interesting, helps in

establishing goals, providing informative feedback, show interest in employees, encourage participation and traditional incentive programs are the main motivation techniques to be perform in the organization to motivate employee. •

According to Managers and Officials on time for meetings, say good morning and

thank you, returning phone calls timely and returning e-mails timely are the little things to take care to motivate others. •

According to Managers and Officials regularity, punctuality, and disciplines are

the patterns of motivation in the company. •

According to Managers and Officials multitasking, ordering lunch, watching

people walk by your office, answering telephone calls and setting up appointments. •

According to Managers and Officials arrive early, keeping their promises, keep to

high standard and be positive and up heat are really motivates employee.

72

•

According to Managers and Officials to praise them, to communicate clearly, to

help employees succeed to motivate others and to help your employees complete and win to motivate others are the overall achievements to do in the organization. •

According to Managers and Officials by idea board, by Initiative board, by Star

spotlight, by certificate, gift cars and by offering lunch are the ways by reorganization for motivation occurs.

EMPLOYEES •

According to the employee response from the survey most of the employees have good and outstanding Demonstrates evidence of continually improving knowledge related to this job, Keeps abreast of new developments relating to this job, has the skills and knowledge for the job and has a clear understanding of the job requirements and responsibilities.

•

According to the employee response from the survey most of the employees have good Works in an organized manner, requires minimal supervision, reacts to problems in an appropriate timescale, and can identify problems.

•

According to the employee response from the survey most of the employees have outstanding achieves established goals; can multi-task between several projects and meets productivity standards.

•

According to the employee response from the survey most of the employees have good makes positive contribution to meetings, can express ideas effectively and listens carefully.

•

According to the employee response from the survey most of the employees have good

73

works well with others, will demonstrate leadership when required by the group, helps others identify problems, and helps others react to problems in appropriate timescale

CONCLUSION

74

12.CONCLUSION

In this day and age, any company that wants to get ahead is going to have to have motivated workers. Traditional incentive programs have been based upon extrinsic motivators such as salary and benefits. Intrinsic motivation, however, is needed in order to arouse a person’s passion or commitment to the job. Shared vision, leadership, teamwork, training, increased capability, and goal accomplishment are powerful motivators which can be encouraged, embedded, or "designed in" to create a high performance culture.

"The implications are profound. If we accept the notion of intrinsic motivation, it implies that there is a powerful potential for self-actualization within each of us. This potential, as we have said, draws its power from our creativity, curiosity, and desire for mastery, as well as from our need for being responsible, having a positive self-image, and enjoying teamwork. Though this potential has often been stifled and crushed, it awaits ways or reasons to be released".

Motivation is a fairly difficult area and there are a number of theories which have been developed to try to explain why people behave in the ways that they do and to try to predict or guess what people actually will do, based on these theories.

Each of us has our own set of values and beliefs that we have evolved over the course of our lives through our education, experiences and upbringing. We all have our own ideas of what is right and what is wrong and these ideas can vary between individuals and cultures.

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SUGGESTIONS

76

13.SUGGESTIONS

•

Think through why you are going to workplace and try to develop some realistic and meaningful reasons for working.

•

Try to correlate your work with your occupational goals. If possible include a course required by your major.

•

Try to get experience that involves work that is closely related to your chosen occupation.

•

Set short-term goals for yourself, for each class, each assignment, each study period.

•

Prepare a visual record of your progress toward each goal.

•

Stop thinking that you are unable to grasp an idea, for that assumption causes low motivation. You have all the brains you will ever need, the only thing keeping you from learning something is yourself.

•

Learn to take criticism in the form of grades or in the form of dialogue with a senior. Do not be discouraged by criticism. Use it to grow by looking for the lesson in it.

•

Watch getting caught between the constant striving for perfection and the simply get it done attitudes.

•

Constantly striving for perfection may be good, but may set you up for failure or cause you to feel you can't be perfect so why try? Simply getting things done, which often implies a slipshod or imperfect manner, may well set the image the professor has of you.

•

Managers need to provide the right organisational climate to ensure that their employees can see that by working towards the organisational goals they are also achieving some of their own goals.

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BIBLIOGRAPHY

78

14.BIBLIOGRAPHY

14.1 BOOKS AND JOURNALS •

Schmid, Bernhard., & Adams, Jonathan., Motivation in Project Management:

The Project Manager’s Perspective, Project Management Journal, 39 (2), 60-71. (2008). •

Tom Peters and Robert H Waterman Jr - In Search Of Excellence summary,

published in 1982 •

David Sirota, Louis A. Mischkind, and Michael Irwin Meltzer, The Enthusiastic

Employee, et al, 2005 •

Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of

experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125, 627-668 •

Theresa M. Welbourne, Steven B. Andrews, and Alice O. Andrews, Back to

basics: learning about employee energy and motivation from running on my treadmill, Reader's Digest Association; 2nd edition (March 17, 1997) •

Marylene Gagne and Edward L. Deci, Self-determination theory and work

Motivation, Published online in Wiley InterScience (www.interscience.wiley.com). DOI: 10.1002/job.322

12.2 INTERNET SOURCES •

http://www.dickinson.edu/~jin/motivation.html

•

http://www.accel-team.com/motivation/

•

http://www.themanager.org/Knowledgebase/HR/Motivation.htm

•

http://www.salesstar.com/mondaymotivation5800.htm

•

http://www.cba.uri.edu/scholl/Notes/Motivation.html

•

http://eight2late.wordpress.com/2008/08/29/motivation-in-project-management/

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ANNEXURE

80

15.

ANNEXURE

QUESTIONNAIRE: MANAGEMENT 1. What is the 'primary aim' of your company? A. Principle B. Priorities C. Mission

2. What obstacles stop employees performing to best effect? A. Work Environment B. Home Environment C. Practices that Zap Motivation

3. What really motivates your staff? A. Financial rewards B. Status C. Praise and acknowledgment D. Competition E. Job security F. Public recognition G. Fear H. Perfectionism

81

4. What are the main motivation techniques to be perform in the organization to motivate employees? A. Make the work interesting B. Help in establishing goals C. Provide informative feedback D. Show interest in employees E. Encourage participation f. Traditional incentive programs 5. What little things to take care to motivate others? A. Ontime for meetings B. Saying Good Morning & Thank You C. Returning Phone Calls Timely D. Returning E-mails Timely

6. Are there any recent changes in the company that motivate employees? A. Meditation B. Exercise Cum Relax Room C. Treating Respect and Honesty

7. What are the patterns of motivation in your company? A. Regularity B. Punctuality C. Discipline

82

8. Do take care about pure listening, pure listening is when you are listening to your employee you are not? A. Multitasking B. Ordering your lunch C. Watching people walk by your office. D. Answering telephone calls E. Setting up appointments

9. What really motivate employee when you walk your talk? A. Arrive early B. Keep their promises C. Keep to high standards D. Be positive and upbeat

10. How the employee helps achieve the overall mission of the organization? A. Praise them B. Communicate clearly C. Help employees succeed to motivate others D. Help Your Employees Compete and Win to Motivate Others

11. What other ways you can show recognition for motivation? A. Idea board B. Initiative Board

83

C. Star Spotlight D. Certificates E. Gift cards F. Lunch

QUESTIONNAIRE: EMPLOYEE 1. Job Knowledge Motivates Working

2. Planning and Problem Solving Enhance Motivation

3. Productivity Leads to Motivation

4. Communication Skills Boots Motivation

84

85

5. Team Work Creates Motivational Environment

6. Management Skills Helps Motivation

86

HAR GAYA

87