Project Report On

A STUDY OF MOTIVATION OF EMPLOYEES AT BARODA DAIRY

Submitted to: The Maharaja Sayajirao University of Baroda

For Partial Fulfilment for Award of M. Com. Degree (2011-2013) Specialization in Human Resource Management

By Ms. Ruchi Yadav Exam Seat No. MF12 75 Under the Guidance of Dr. Umesh R. Dangarwala M. Com. (Bus. Adm.), M. Com. (Acct.), FCA, AICWA, M. Phil., Ph.D. Associate Professor, Department of Commerce and Business Management Faculty of Commerce The Maharaja Sayajirao University of Baroda, Vadodara

April, 2013

CERTIFICATE
This is to certify that this project report entitled, A Study of Motivation of Employees at Baroda Dairy.", which is to be submitted to the office of Registrar [Examinations], The M. S. University of Baroda through the Head of the Department, Department of Commerce and Business Management, The M. S. University of Baroda has been prepared by the undersigned Ms. Ruchi Yadav (Exam Seat No. MF12 75) studying in M.com (Final); as the part of the partial fulfilment for the award of M.Com. Degree with specialization in Human Resource Management for the Academic Year 2011-2013 for evaluation in lieu of the Annual Examinations to be held in April / May, 2013.

This is to further certify that Ms. Ruchi Yadav carried out this work under my personal supervision and guidance. To the best of my knowledge, the work is an original one and has not been submitted earlier to this university or to any other institution / organization for fulfillment of the requirement of a course or for award of any Degree / Diploma / certificate. All the sources of information used in this Project Report have been duly acknowledged in the project report.

Date: /04/2013 Place: Vadodara

Dr. Umesh R. Dangarwala Guide

DECLARATION
I hereby declare that the entire work embodied in the Project Report entitled A Study of Motivation of Employees at Baroda Dairy.", has been carried out by me under the supervision and guidance of Dr. Umesh R. Dangarwala, Associate Professor, Department of Commerce and Business Management, Faculty of Commerce, The Maharaja Sayajirao University of Baroda, Vadodara. The matter presented in this report incorporates the results of independent investigations carried out by me. To the best of my knowledge, no part of this report has been submitted for any Degree or Diploma to The Maharaja Sayajirao University of Baroda or any other University/Institution in India or Abroad.

Date: /04/2013 Place: Vadodara

Ms. Ruchi Yadav

CHAPTER 1 INTRODUCTION

INTRODUCTION

1.0 INTRODUCTION The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to Baroda dairy. There is mainly conducted to identify the factors which will motivate the employees and the organizational functions in Baroda dairy . Managements basic job is the effective utilization of human resources for achievements of organizational objectives. The personnel management is concerned with organizing human resources in such a way to get maximum output to the enterprise and to develop the talent of people at work to the fullest satisfaction. Motivation implies that one person, in organization context a manager, includes another, say an employee, to engage in action by ensuring that a channel to satisfy those needs and aspirations becomes available to the person. In addition to this, the strong needs in a direction that is satisfying to the latent needs in employees and harness them in a manner that would be functional for the organization .employee motivation is one of the major issues faced by every organization. It is the major task of every manager to motivate his subordinates or to create the will to work among the subordinates. It should also be remembered that a worker may be immensely capable of doing some work; nothing can be achieved if he is not willing to work. A manager has to make appropriate use of motivation to enthuse the employees to follow them. Hence this studies also focusing on the employee motivation among the employees of Baroda dairy .The data needed for the study has been collected from the employees through questionnaires and through direct interviews. Analysis and interpretation has been done by using the statistical tools and datas are presented through tables and charts. 1.1 RESEARCH PROBLEM The research problem here in this study is associated with the motivation of employees of Baroda dairy. There are a variety of factors that can influence a persons level of motivation; some of these factors include 1. The level of pay and benefits, 2. The perceived fairness of promotion system within a company, 3. Quality of the working conditions, 4. Leadership and social relationships, 5. Employee recognition 6. Job security 7. Career development opportunities etc. Motivated employees are a great asset to any organization. It is because the motivation and Job satisfaction is clearly linked. Hence this study is focusing on the employee motivation in the organization. The research problem is formulated as follows: What are the factors which help to motivate the employees? 5

1.2 SIGNIFICANCE OF THE STUDY The study is intended to evaluate motivation of employees in the organization. A good motivational program procedure is essential to achieve goal of the organization. If efficient motivational programmes of employees are made not only in this particular organization but also any other organization; the organizations can achieve the efficiency also to develop a good organizational culture. Motivation has variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in more than one way. This helps in retaining and nurturing the true believers is the challenge for future and present HR managers. Who can deliver value to the organization? Proliferating and nurturing the number of true believers HRM Review (The ICFI University Press) July 2008 This means innovation and creativity. It also means a change in the gear for HR policies and practices. The faster the organizations nurture their employees, the more successful they will be. The challenge before HR managers today is to delight their employees and nurture their creativity to keep them a bloom. This study helps the researcher to realize the importance of effective employee motivation. This research study examines types and levels of employee motivational programmes and also discusses management ideas that can be utilized to innovate employee motivation. It helps to provide insights to support future research regarding strategic guidance for organizations that are both providing and using reward/recognition programs. 1.3 The concept of motivation The word motivation has been derived from motive which means any idea, need or emotion that prompts a man in to action. Whatever may be the behaviour of man, there is some stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive can be known by studying his needs and desires. There is no universal theory that can explain the factors influencing motives which control mans behaviour at any particular point of time. In general, the different motives operate at different times among different people and influence their behaviours. The process of motivation studies the motives of individuals which cause different type of behaviour. Definition of Motivation

According to Edwin B Flippo, Motivation is the process of attempting to influence others to do their work through the possibility of gain or reward.

Significance of Motivation Motivation involves getting the members of the group to pull weight effectively, to give their loyalty to the group, to carry out properly the purpose of the organization. The following results may be expected if the employees are properly motivated. 1. The workforce will be better satisfied if the management provides t h e m w i t h opportunities to fulfil their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise . 2 . Wo r k e r s w i l l t e n d t o b e as e ff i c i e n t a s p o s s i b l e b y i m p r o v i n g u p o n t h e i r s k i l l s a n d knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity. 3. The rates of labours turnover and absenteeism among the workers will be low. 4. There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease. 5. The number of complaints and grievances will come down. Accident will also be low. 6. There will be increase in the quantity and quality of products. Wastage and scrap will be less. Better quality of products will also increase the public image of the business. Motivation Process 1. Identification of need 2 . Te n s i o n 3. Course of action 4 . R e s u l t P os i t i v e / N e g a t i v e 5.Feed back Theories of Motivation Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne study results (Terpstra, 1979).Six major approaches that have led to our understanding of motivation are Mcclellands Achievement Need Theory, Behaviour Modification theory; Abraham H Mallows need hierarchy or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory, Two factor Theory. 7

McClellands Achievement Need Theory According to McClellands there are three types of needs; Need for Achievement (n Ach); This need is the strongest and lasting motivating factor. Particularly in case of persons who satisfy the other needs. They are constantly pre occupied with a desire for improvement and lack for situation in which successful outcomes are directly correlated with their efforts. They set more difficult but achievable goals for themselves because success with easily achievable goals hardly provides a sense of achievement. Need for Power (n Pow) It is the desire to control the behaviour of the other people and to m a n i p u l a t e t h e surroundings. Power motivations positive applications results in domestic leadership style, while it negative application tends autocratic style.

Need for affiliation (n Aff) It is the related to social needs and creates friendship. This results in formation of informal groups or social circle. Behavioural Modification Theory; According to this theory people behaviour is the outcome of favourable and unfavourable past circumstances. This theory is based on learning theory. Skinner conducted his researches among rats and school children. He found that stimulus for desirable behaviour could be strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this theory may be found in the installation of financial and nonfinancial incentives .More immediate is the reward and stimulation or it motivates it. Withdrawal of reward in case of low standard work may also produce the desired result. However, researches show that it is generally more effective to reward desired behaviour than to punish undesired behaviour. Abraham H Maslow Need Hierarchy or Deficient theory of Motivation The intellectual basis for most of motivation thinking has been provided by behavioural scientists, A.H Maslow and Frederick Herzberg, whose published works are the Bible of Motivation. Although Maslow himself did not apply his theory to industrial situation, it has wide impact for beyond academic circles. Douglous Mac Gregor has used Maslows theory to interpret specific 8

problems in personnel administration and industrial relations. The crux of Maslows theory is that human needs are arranged in hierarchy composed of five categories. The lowest level needs are physiological and the highest levels are the self-actualization needs. Maslow starts with the formation that man is a wanting animal with a hierarchy of needs of which some are lower ins scale and some are in a higher scale or system of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles the standard economic theory of diminishing returns. The hierarchy of needs at work in the individual is today a routine tool of personnel trade and when these needs are active, they act as powerful conditioners of behaviour- as Motivators. Hierarchy of needs; the main needs of men are five. They are physiological needs, safety needs, social needs, ego needs and self-actualization needs, as shown in order of their importance. The above five basic needs are regarded as striving needs which make a person do things. The first model indicates the ranking of different needs. The second is more helpful in indicating how the satisfaction of the higher needs is based on the satisfaction of lower needs. It also shows how the number of person who has experienced the fulfillment of the higher needs gradually tapers off. Physiological or Body Needs: - The individual move up the ladder responding first to the physiological needs for nourishment, clothing and shelter. These physical needs must be equated with pay rate, pay practices and to an extent with physical condition of the job. Safety needs: The next in order of needs is safety needs, the need to be free from danger, either from other people or from environment. The individual want to assured, once his bodily needs are satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety needs may take the form of job security, security against disease, misfortune, old age etc as also against industrial injury. Such needs are generally met by safety laws, measure of social security, protective labour laws and collective agreements. Self-Actualization, Ego Needs, Social Needs, Safety Needs, Physiological Needs Social needs: Going up the scale of needs the individual feels the desire to work in a cohesive group and develop a sense of belonging and identification with a group. He feels the need to love and be loved and the need to belong and be identified with a group. In a large organization it is not easy to build up social relations. However close relationship can be built up with at least some fellow workers. Every employee wants too feel that he is wanted or accepted and that he is not an alien facing a hostile group. 9

Ego or Esteem Needs: These needs are reflected in our desire for status and recognition, respect and prestige in the work group or work place such as is conferred by the recognition of ones merit by promotion, by participation in management and by fulfillment of worker surge for self-expression. Some of the needs relate to ones esteeme. .; need for achievement, self-confidence, knowledge, competence etc. On the job, this means praise for a job but more important it means a feeling by employee that at all times he has the respect of his supervisor as a person and as a contributor to the organizational goals. Self-realization or Actualization needs: T h i s u p p e r l e v e l n e e d i s o n e w h i c h w h e n satisfied provide insights to support future research regarding strategic guidance for organization that are both providing and using reward/recognition programs makes the employee give up the dependence on others or on the environment. He becomes growth oriented, self-oriented, directed, detached and creative. This need reflects a state defined in terms of the extent to which an individual attains his personnel goal. This is the need which totally lies within oneself and there is no demand from any external situation or person. J.S Adams Equity Theory Employee compares her/his job inputs outcome ratio with that of reference. If the employee perceives inequity, she/he will act to correct the inequity: lower productivity, reduce quality, increased absenteeism, and voluntary resignation. Vrooms Expectation Theory Vrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative .The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated. Two Factor Theory Douglas McGregor introduced the theory with the help of two views; X assumptions are conservative in style Assumptions are modern in style. X Theory Individuals inherently dislike work. People must be coerced or controlled to do work to achieve the objectives. 10

People prefer to be directed Y Theory People view work as being as natural as play and rest people will exercise self-direction and control towards achieving objectives they are committed to people learn to accept and seek responsibility. Types of Motivation. Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is morally significant .Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades) Incentives An incentive is something which stimulates a person towards some goal. It activates human needs and creates the desire to work. Thus, an incentive is a means of motivation. In organizations, increase in incentive leads to better performance and vice versa. Need for Incentives Man is a wanting animal. He continues to want something or other. He is never fully satisfied. If one need is satisfied, the other need arises. In order to motivate the employees, the management should try to satisfy their needs. For this purpose, both financial and non-financial incentives may be used by the management to motivate the workers .Financial incentives or motivators are those which are associated with money. They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non-financial motivators a r e t h o s e w h i c h a r e n o t a s s o c i a t e d w i t h m o n e t a r y r e w a r ds . T h e y i n c l u d e i n t a n g i b l e incentives like ego-satisfaction, self-actualization and responsibility. INCENTIVES Financial Incentives Non-financial incentives- Wa g e s a n d S a l a r i e s . - C o m p e t i t i o n B o n u s - G r o u p r e c o g n i t i o n -Medical reimbursement - Job security I n s u r a n c e - P r a i s e - H o u s i n g f a c i l i t y - K n o w l e d g e o f r e s u l t -Retirement benefits. - Workers participation. - Suggestion system.- Opportunities for growth. 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 11

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. There are broadly seven strategies for motivation. Positive reinforcement /high expectations Effective discipline and punishment Treating people fairly Satisfying employees needs Setting work related goals Restructuring jobs Base rewards on job performance. Essentially, there is a gap between an individuals actual state and some desired state and the manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this gap.

CHAPTER 2 COMPANY PROFILE

2.0 INTRODUCTION OF BARODA DAIRY
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Traditionally dairy was a subsidiary occupation of the farmer. However, the contribution of the farmers income was not prominent as it was from farming. But this attachment to dairy was keep as tradition handed down from one generation to the next. Baroda Dairy lies in the centre of Gujarat, a state of Western India, well-known for co-operative dairying. Baroda District co-operative. MILK PRODUCERS UNION LTD. is the full name of BARODA DAIRY. As the name suggests that it is a co-operative union. The company engaged in the production of milk, flavored milk, butter and ghee, butter milk. The company also produces wide variety of ice-cream, shik hand, and many sweets through Sugam unit, a subsidiary of Baroda Dairy. The plant is situated in Makarpura area, in the centre of the city. The plats of Baroda Dairy are fully equipped with latest technology and modern facilities. Baroda Dairy always work for welfare if society.

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INTRODUCTION:The Dairy sector in the India has shown remarkable development in the last decade and India has now become one of the largest producers of milk and value added milk products in the world. The dairy sector has developed through co-operative in many parties of the state. During 199798 the state had 60 milk processing capacity of 5.8 million liters for day. In addition to these processing plants, 123 government and 33 co-operative milk chilling centers operate in the state. With the increase in milk production Gujarat now regularly exports milk to neighbouring states. It was also initiated a free school feeding scheme, beneficing more than three million school children from over 19000 schools all over the state. During is a place where handling of milk and milk products is done and technology refers to the application of scientific knowledge for practical purpose.

2.1 HISTORY OF BARODA DAIRY With the great inspiration of Sardar Patel Vallabhbhai and after the success of many other cooperative societies, a milk union was established on 24 th December, 1957 at Baroda in the Leadership of Shri Maganbhai Patel and Shri Jashwantlal Shah. The union members were farmers of Baroda and nearby areas only. At the initial time period the union had 150 members. It was called Baroda District Co-operative Milk Production Union Ltd. At almost same time on the national level also national dairy development board was formed, to replace exploitation with empowerment, tardyon with modernity, stagnation with growth, transforming dairying into an instauration for the development of Indias rural people.

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On the Gujarat level the Barodian milk union got the guide lines and help in all aspects from the neighbouring milk union of AMUL especially from the founder and Chairman of AMUL Mr. T.K. Patel and then the general Manager Dr.V.Kurien who supported and guided the Baroda milk union. Under their dynamic leadership the formula foundation stone of this union was laid. First six milk co-operative societies become founder member of this union from where the milk was brought for distribution but in obscene of adequate facilitates for chilling and pasteurization it was through best to postpone the rural milk union was brought for distribution to the consumer of the Baroda city.

The year 1962 foundation of plant of Baroda dairy was laid and plant commenced production of processed milk on 25th April 1962 with help of supplier from 120 milk co-operative societies registered with the Baroda dairy and was inaugurated by finance minister of the time Mr. Morarjibhai Desai. The bottling plant was set with the help of UNICEF to provide reconstitute milk to school equal contribution boiler (the resources applied). The dairy plant was set up as a part of operation flood which was conceived with them wisdom of Mr.T.K.Patel and the knowledge of Dr. V. Kurian the union was set like Anand pattern. Sugam Dairy, Baroda a Unit of BDCMPUL was setup under operation flood and commission on 1st April 1981, which was financed by organization like Indian Dairy Co-operative. At the request of BDCMFUL, it was managed by NDDB till 31st March, 1992 and then it was handed over to BDCMPUL with effect from 1st April, 1992. Sugam dairy offers Shrikhand, Ice-cream, GulabJamun and MastiDahi under various packages.

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2.3 COMPANY PROFILE Name Of THE UNIT : Baroda District Co-operative Milk Producer Union Ltd. LOCATION : Baroda Dairy, Makarpura Road, Opp: ONGC Regional Office, Vadodara

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YEAR OF ESTABLISHMENT REGISTERED OFFICE

: :

24th December, 1957 Baroda Dairy, Makarpura Road, Opp: ONGC Regional Office, Vadodara

REGISTRATION NUMBER : FORM OF ORGANISATION CHAIRMAN VICE CHAIRMAN MANAGING DIRECTOR AUDITORS BANKERS

D 4/57 : : : : : Large Scale Unit Shri Narendrabhai M Patel Mr.Ajit Singh Thakor Shri Pratik Kumar Government Auditors

:The Baroda Central Co-operative Bank Ltd. 1. The UCO Bank 2. Bank of Baroda 3. Punjab and Sindh Bank, Baroda

E-MAIL OTHER UNITS

: dairy@barodadairy.co.op : - Baroda Dairy (Baroda) Sugam Dairy (Baroda) Cattle Feed Sector (Itola) Milk Chilling Plant (Bodeli&savli) Veterinary Unit (Savli) Veterinary Unit (Dabhoi) 17

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BARODA DIST. CO-OP MILK PRODUCERS UNION LTD. BARODA DAIRY MANAGING DIRECTOR GENERAL MANAGER (P&A) Manager (Personnel) Manager (Time Keeping) Supdt. (Wel. & Pers.) Supdt. (Telephone.) Officer Officer Officer Sr. Officer Jr. Officer Jr. Officer Jr. Officer Sr. Executive Sr. Executive Sr. Executive Sr. Asstt. Sr. Asstt./Sr. Time Keeper Sr. Asstt. Jr. Asstt. Jr. Asstt./ 19

Time Keeper Jr. Asstt. ORGANISATION STRUCTURE OF HR DEPARTMENT

2.4 COMPANY PRODUCTS:(1) MILK:Fat % SNF % Price (Rs.) Amul Gold (500 ml.) Amul Shakti (500 ml.) 20 6.00 4.50 9.00 8.50 19.00 17.50

Product

Amul Cow Mil (500 ml.) Amul Slim and trim (500 ml.)

3.02 1.50

8.00 9.00

14.00 13.00

(2)

GHEE:Quantity 500 ml. 500 ml. Price (Rs.) 155 145

Product Surbhi Cow Milk Ghee Surbhi Cow and buffalos Milk Ghee

(3)

BUTTER MILK :- (Chass) Quantity 200 ml. 500 ml. 200 ml. Price (Rs.) 5.00 9.00 8.00

Product Jeera Chass Goras Chass Masala Chass

(4)

FLAVOURED MILK:Quantity 200 ml. 200 ml. Price (Rs.) 12.00 18.00

Product kesar (pouch) Elaichi (bottle)

(5) OTHER PRODUCTS:Product Curd (pouch) Curd (MastiDahi - cup) Quantity 200 ml. 200 ml. Price (Rs.) 12.00 16.00

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2.5 ACHIEVEMENTS The advertisement of handling 22000:2005 ISO 14001 certificate. National productivity award (198-99) Highly automated plant for GULAB JAMUN, SHRIKHAND, PEDA unique in INDIA Sugam Baroda Awards for good housekeeping at state level. Second in horticulture. Received internationally recognized ISO 14001 certificate for maintenance of Natural environment. Received second prize for minimum accident among drugs, pharmaceutical, Food and dairy industries.

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2.6 ENVIRONMENT POLICY Baroda dairy, a leading co-operative organization is engaged in manufacturing and marketing milk and milk products, we are committed to protect the natural environment for social welfare. The guided principles of our environmental policy are as follows: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Company with applicable environment legislation & other requirements. Control our plant operation to parent pollution Conserve nature resources and energy. Promote greening of the earth within our premises. Minimize generation of water and follows appropriate method for its disposal. Continuously improve our environment with our performance. Create awareness among employees on environmental issues and environmental management system. Keep our work environment clear and safe. These environmental policies are communicated to all employees, contractors, suppliers of Baroda dairy. The environment policy is also made available to any member of society on request.

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2.7 QUALITY POLICY We timely believe that we will provide milk & milk products of quality to give total consumer satisfaction. We will ensure about it through professional management, by providing quality resources applying innovative & continuous improvement technique and using ISO9001:2000 powerdure and HACCP pounchpiles. We shall endeavour to be the market leader through deducted teamwork. Baroda dairy truly believes to provide milk and milk products of quality to give total consumer satisfaction. In order achiever this objectives, Baroda dairy has implemented quality and food safety management system since May 2000. The dairy is certified for ISO: 22000-2005 procedure and HACCP by DNV. The implemented systems emphasize on ensuring and maintaining quality and food safety at all stage of procurement, production, packaging storage and distribution of milk and milk products. The quality of food additives, packaging material, and utilities system of food safety is based on the internationally recognized codex standards.

Both the quality and food safety management system are audited every six months by DNV to ensure the continuity and adequacy. The products quality and safety is ensured at every stage of operation and does not merely rely on final products testing. There is a system in has to identify and ensure the risk at every stage of product manufacturing, packaging, storage and distribution. Appropriate control measures are implemented at the identified stage to eliminate the possible cause or risk. This ensure the quality and food safety at every stage.

BARODA DAIRY CONVICTION IS: People make the organization. A sense of belonging is a must for inculcating the spirit of dedication and loyalty amongst them. Employees give their best when the company cares the best for them.

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CHAPTER 3 LITERATURE REVIEW

3.0 LITERATURE REVIEW

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Review of Related Literature Azoulay, Graff-Zivin, Manso (2010), professors at Massachusetts Institute of Technology and University of California, Santa Barbara, published a paper titled Incentives and Creativity: Evidence from the Academic Life Sciences indicating that long term rewards rather than short term rewards helped to motivate scientists in their work and to promote overall greater creativity. The application of this study suggests that short term rewards that are common in many businesses, may truncate motivation and hinder innovation. Ederer and Mansos (2011) study titled Is Pay for Performance Detrimental to Innovation? concluded the following: the optimal incentive scheme that motivates exploration is fundamentally different from standard pay-for-performance schemes used to motivate effort. Tolerance (or even reward) for early failure, reward for long-term success, excessive Continuation, commitment to a long-term incentive plan, and timely feedback on performance are All important to motivate exploration. (p. 32) Grant and Singh (2011), two management professors from The Wharton School of the University Of Pennsylvania, argue that traditional incentive schemes (stock options and bonuses) are often Beneficial for motivating and improving employee performance, but can have serious repercussions such as unethical behaviour, fuel turnover, and foster envy and discontent. Moreover, they further explain that financial incentives are best used with the following three guidelines: when tasks are algorithmic in nature and generally uninteresting, when the financial incentives are small, and they work in conjunction with major initiatives. They also point out three important elements, based on Daniel Pinks research, that the workplace should incorporate to raise productivity: autonomy (freedom of choice), mastery (skill & professional development), and purpose (meaning outside of the immediate work area). 6 Grant and Gino (2010), concluded in their study A Little Thanks Goes a Long Way: Explaining Why Gratitude Expressions Motivate Prosocial Behaviour that gratitude shown in the workplace can promote prosocial behaviour the carries throughout the company. In their discussion they state, Our findings complement this line of research by demonstrating that expressions of gratitude, not only experiences of gratitude, have spill over effects on prosocial behaviour. As such, our research suggests that gratitude expressions may have important Theoretical and practical implications for encouraging prosocial behaviours that promote Cooperation (p. 953) Schoeffler (2005), a contributor to the Insurance Journal, explains that incentives should be in a three tier incentive scheme: recognition, short-term, and long term. The basic concept is to allow for incentives that will motivate different personality types. For example, some people enjoy immediate satisfaction and some enjoy satisfaction that is delayed but has taken time to build up. Recognition is a key role in motivating which is a non-financial incentive that reflects feedback.

3.1 Motivation: A Literature Review

Research Report 26

Emily R. Lai April, 2011 Motivation refers to reasons that underlie behaviour that is characterized by willingness and volition. Intrinsic motivation is animated by personal enjoyment, interest, or pleasure, whereas extrinsic motivation is governed by reinforcement contingencies. Motivation involves a constellation of closely related beliefs, perceptions, values, interests, and actions. Motivation within individuals tends to vary across subject areas, and this domain specificity increases with age. Motivation in children predicts motivation later in life, and the stability of this relationship strengthens with age. Traditionally, educators consider intrinsic motivation to be more desirable and to result in better learning outcomes than extrinsic motivation. In general, children appear to enter school with high levels of intrinsic motivation, although motivation tends to decline as children progress through school. Research suggests that motivation can be manipulated through certain instructional practices, although studies demonstrate both positive and negative effects. The use of rewards may either encourage or diminish motivation, depending on the type of rewards and the context in which they are given. Teachers should attempt to give students more autonomy or control over their own learning by allowing them to make choices and use collaborative or cooperative learning approaches. In addition, teachers should create a supportive classroom environment with respect to goal structures, attributions, and external evaluation. There are several challenges to assessing motivation, especially in children. Recommendations for eliciting evidence of motivation for assessment purposes are made. Keywords: motivation, intrinsic, extrinsic, self-efficacy, values, interests, goals, attributions Acknowledgements The author would like to thank Janet Fowler for assistance in conducting literature searches and the following reviewers for their helpful comments and suggestions on an earlier draft of this paper: Bob Dolan, Debbie Hamilton, Jadie Kong, and Kathleen McDonnol Motivation :literature review Educational psychologists have long recognized the importance of motivation for supporting student learning. More recently, the Partnership for 21st Century Skills has identified initiative as one of the life and career skills necessary to prepare students for post-secondary education and the workforce. However, many educators may be unfamiliar with methods for evaluating and encouraging motivation, particularly at the elementary level. The purpose of this literature review is fourfold: (a) to explore the ways in which motivation has been defined by researchers, (b) to investigate how motivation develops, (c) to learn how teachers can encourage development of motivation in their students, and (d) to review best practices in assessing motivation. 3.2 Definition of Motivation Motivation refers to the reasons underlying behaviour (Guay et al., 2010, p. 712). Paraphrasing Gredler, Broussard and Garrison (2004) broadly define motivation as the attribute that moves us to do or not to do something (p. 106). Intrinsic motivation is motivation that is animated by personal enjoyment, interest, or pleasure. As Deci et al. (1999) observe, intrinsic motivation energizes and sustains activities through the spontaneous satisfactions inherent in effective volitional action. It is manifest in behaviors such as play, exploration, and challenge seeking that people often do for external rewards (p. 658). Researchers often contrast intrinsic motivation with extrinsic motivation, which is motivation governed by reinforcement contingencies.

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Traditionally, educators consider intrinsic motivation to be more desirable and to result in better learning outcomes than extrinsic motivation (Deci et al., 1999).

International Research Journal of Finance and Economics ISSN 1450-2887 Issue 97 September, 2012 EuroJournals Publishing, Inc. 2012 http://www.internationalresearchjournaloffinanceandeconomics.com 3.3 The Impact of Performance Evaluation Method on Motivation of Administrators at Jordanian Public Universities Hamdan Rasheed Al-Jammal This study presents conceptualization of the importance of performance evaluation for public universities that are the major producer of knowledge and scientific research. The study stressed that the most risky decision HEI's administrators would make is that related to human resources, which heavily depend on the outcome of performance evaluation generated by the Division of Performance Assessment at Human Resources in the institution for decision makers that help them make decisions related to employee promotion, transfer, remuneration, rewarding and incentives. This study is focused on most effective performance evaluation methods that achieve employee satisfaction, motivation, increase productivity, and enhance employee retention. The questionnaire was designed after Likert five-point Scale and administered to 100 administrators recruited from registration and service departments at the Aal Al Bayt University, and branch campuses of Al Balqa'a Applied University within the north part of Jordan; namely, Al Husn University College, and Irbid Girls College. Results concluded by this study included the following: 1. Mean estimates of participants on the performance evaluation were moderately average. This result would indicate very considerable semi agreement among participants that performance evaluation is considered as a major assessment method most often used by universities. 2. Mean estimates of participants on the motivation scale items were high, indicating acceptably semi agreement among participants of awareness to the importance of performance evaluation in propelling motivation to work. 3. Results from the statistical descriptive analysis demonstrated that the high means estimates of participants on the productivity scale indicate very great semi agreement among participants regarding importance of performance evaluation in the increased productivity of employees. International Research Journal of Finance and Economics - Issue 97 (2012) 156 Keywords: Performance Evaluation, Motivation, Altruism, Job Ethics, Burn out, Competency, Fairness, Cooperation. Introduction The today's intense competition on the international markets puts heavy demand on the organizations, both public and private to leverage the productivity level of their personnel towards achieving their organizational goals. Human resource management departments are essential organizational units that serve as mechanisms for harnessing the human resources through professional development and training for better competitiveness of the organization and perform performance assessment on regularbases to ensure best practices by the employees. The other functions of the human resource departments include job analysis, job descriptions, 28

recruiting highly qualified personnel, and providing training for the human resources currently available in the organization. Higher Education Institutions (HEI's), particularly universities, interested in attracting highly qualified and quality human resources both academically and professionally, so that to provide competitive teaching and researching services. To that end, universities in general regularly measure the contribution by each employee to the production process. This requires best utilization of personnel capabilities and skills by stimulating their motivation to work and increase their productivity. As a result, employee assessment is a major function for the human resources departments that mirrors effectiveness of the organization and communication in that ineffective performance by employees reflect negatively on the overall outcomes of the higher education institutions (HEI's) and the employees themselves. On the other hand, the assessment process is needed for the employees themselves in order to rate their performance level compared with expectation of their supervisors so that creative employees could be identified and rewarded. Further, the assessment helps identification of strengths and weaknesses; and employ the assessment method for various managerial purposes including identification of the training needs, management leaders, and being able to develop human resource strategies. Significance of the Study The importance of this study stems from its emphasis on performance evaluation which is central to the assessment function that targets measure employee's performance in job duties and responsibilities assigned by revealing strengths and weaknesses that if identified will help make use of opportunities and avoid threats related to employees and the overall organization, considering the interrelationship between the organizational performance and that of its employees. . Goals of the Study The present study seeks to identify the extent to which performance evaluation method can spur on motivation of university administrators, and how effectively administrators ability to accomplish job duties impartially and objectively measures. Statement of the Problem The problem dealt with the present study in the observation that the performance assessment methods commonly used with employees to make decisions related to personnel planning, promotion, and transfer in most cases do not produce accurate and proper information that can be employed decision makers to create satisfaction in employees. On the other hand, an assessor would not be as partial as hoped, thus he/she could be under situation's pressure, with little or no attention to employee efficacy and productivity, which in turn would compromise the organization's overall productivity and stability of its staff. 3.4 International Research Journal of Finance and Economics - Issue 97 (2012) This study attempts to answer the following questions: Does the evaluation method measure the performance of employee fairly and neutrally? Does the evaluation method measure how cooperative is an employee with workmates? Does the evaluation method measure altruism of employee? Does the evaluation method measure efficacy of employee? Does the evaluation method satisfy the need of managers for accurate information necessary to make decisions of planning and promotion? Does the evaluation method measure employee-boss and employee-employee cooperation? Hypotheses

29

Main Hypothesis: There are statistically significant differences between performance evaluation method used and employee motivation at the public universities. Sub-hypotheses: The performance evaluation method used does not provide for fairness and impartiality. The performance evaluation method used does not generate accurate information about the employees that guide decision-makers when planning for human resources. The performance evaluation method used unable to identify how committed is an employee with increased productivity. The performance evaluation method used is not as accurate as required to measure employee efficacy. The performance evaluation method used does not measure employee-boss and employee cooperation. 3.5 Variables Two variables are measured in this study; Independent Variable: refers to performance evaluation method as practiced in the universities under study. Dependent Variable: The dependent variable is represented by employee's performance that is measured by such elements as motivation, altruism, ethics, and burn out as exerted by employees to improve their performance continually, and efficacy of employee and capability to use resources efficiently, just treatment of employees by adopting equalitarian approach to achieve their satisfaction, cooperation and promote teamwork spirit among them. . Procedural Definitions Performance Evaluation: Refers to the method used to measure employee performance at the universities that help identify strengths and weaknesses, the later can be handled through training and professional development. Motivation: Refers to intrinsic want in the inner psych induce the individual to make a behaviour towards achieving specific goal. The motivation is created and maintained by the incentives and rewarding system both material and immaterial provided by the Higher Education Institutions (HEI's) and the way they are provided, ad how just are they. Altruism: Indicate spontaneous behaviour done by an individual to help others achieve specific tasks, and demonstrating the sacrifice by an employee to help others to accomplish tasks in the interest of the Higher Education Institution (HIE's). Job Ethics: Guided behaviours to avoid a problem arising in work and attempting to solve it once emerge, which frustrate further conflicts in work and call employees to comply with universitys values. International Research Journal of Finance and Economics - Issue 97 (2012) Burn out: Ideal behaviours criteria against to which the employee compares his performance with the role demands along the seek for idealism. Competency: Describe well-qualified employee who is able to utilize available resources towards achieving intended gals and maintain university's resources depending on the experience owned by the employee. Fairness: Implies equal treatment of all employees by law enforcement indiscriminately, and provide incentives to diligent, creative and talented employees. Cooperation: Indicate to the nature of boss-employee, and employee-employee relations that minimize conflicts which lead to missing the goals, conflict of interests, and reap gains even on the expense of other groups. 30

3.6 Literature Review There have been too many studies that investigated performance assessment that in light of various variables .AlHnaiti (2003) entitled "Attitudes of Officers at Jordanian Government Agencies Towards Application of Performance Assessment Interview Battery" sought to identify attitudes held by public officers at government agencies regarding application of the Performance Assessment Interview Battery; exploring influence extent of job and personal characteristics on such attitudes, and identify reasons why they would support r decline such application. Major results were that: 1. Public officers agreed on the application of the Performance Assessment Interview Battery on the condition of inclusive application of all staff members. 2. There were no statistically significant differences among the attitudes held by employees regarding application of the Performance Assessment Interview Battery attributed to their job and personal characteristics of gender, age, academic qualification, employment class, and tenure. The study recommended the government agencies apply the Performance Assessment Interview Battery inclusively on all employees; and to rely on the Performance Assessment Interview Battery to improve performance of officers of the government agencies. Al Aqeel& Abdel haleem (2007) conducted a study entitled "Attitudes of Ministry of Interior's Employees at the Northern Governorates Towards Employee Performance Assessment under the Jordanian Civil Service Regulations" for purpose of identifying the performance assessment practicesin Jordan as perceived by public officers within the northern governorates in Jordan, specifically theemployees of Ministry of Interior. The study showed that the regulations disregarded some essential components such as the training programs, familiarization with procedures, job desirability, and skilfulness of decision making. However, there were no effect of personal characteristics on the opinions of respondents as to the need for meaningful objective criteria to be in place; and there was a feeling of injustice in the assessment under the regulations. The study concluded that there is a strong relationship between fairness and impartiality felt be the employees and the degree of their satisfaction on the regulations. A study by Al Sarairi& Al Qudah (2009) entitled "Bureaucratic Values of Administrators at Mutah University and Relationship with their Job Performance from Viewpoint of Academic Leaders". The purpose of the study was to identify the association between bureaucratic values and job performance of Mutah university's administrators from the viewpoint of academic leaders. The sample consisted of all academic leaders (N=125) attending the university during the university year 2007/2008.The study demonstrated high participant estimates on the bureaucratic values scale; high estimates of their job performance; and differences in the bureaucratic values were statistically significant attributed to "Director Assistant" with tenure more than (16) years, and in the job performance attributed to "Director" with tenure less than (10) years; and the relationship between bureaucratic values and job performance was statistically significant (0.75). 159 International Research Journal of Finance and Economics - Issue 97 (2012) Al Beqaei (2010) conducted a study on the "Evaluation of Faculties Supervising the Practical Education Program at the UNRWA Educational Sciences College as Perceived by Student Teachers"; the study consisted of (102) student teachers attending the Practical Education Program during the first semester of the university year 2007/2008. To achieve the study goal, a 66-item questionnaire was developed covering three the performance domains of the faculties supervising the Practical Education Program; i.e. technical, managerial, and emotional. Results showed high estimate of performance of faculties supervising the practical Education Program on the three domains, of the technical (77%), managerial (79%) emotional (79) and the overall 31

scale (80%). Further, there were no statistically significant differences in performance assessment of the faculties attributed to gender of student teachers. 3.7 Theoretical Framework As a managerial process, employee assessment is paramount for retention of the employees and stability of the organization as a whole (Mejia, etal, 2005). An assessment process that is objective accomplishes the organizational goals of retaining professional and well-trained employees, and create in them job loyalty and belongingness to the organization (Elliot, 2004).The more objective and impartial the assessment, the more effective and beneficial it will be for both the organization and the employees. However, there is no one best way for performance assessment; rather there are many approaches each of which has its advantages and disadvantages. Arguably, a good method forperformance assessment is one that identifies individual's skills and effort on job ;reward creative and perseverant employees; find out and diagnose problems in order to come out with suitable solutions for purpose of developing performance level of an employee. The process of performance assessment is deemed a critical managerial policy for an organization because it makes managers keep following up the performance of their subordinates on continual basis, and similarly stimulates employees seek for best and most effective practices. The nature of performance evaluation process is as diversified as the jobs performed, for instance, performance evaluation method differs between manual and mental jobs. A concept of performance evaluation is differently defined by different authors. So Performance evaluation was defined as evaluation of an employee based on the jobs carried out within a period of time and assesses his behaviors with workmates (Hasan, 1993, P.286). Nouri (2011,P. 30)described performance evaluation as a process by which efforts of employees are fairly rated so that they can be rewarded against their achievements based on performance criteria to which their performances will be compared to identify their proficiency level at work. On the other hand, Hasona (2008, P.147) referred to performance assessment as the process of periodic measuring of employee performance and behaviors within specific period of time to identify how proficient were the employees in doing their jobs considering their job descriptions. The performance evaluation also defined as periodic reporting about individual's performance level and behavior against tasks and duties of the job assumed, so that manager can identify strengths and weaknesses (USCD Human resources Department, 2005). The implication is that performance evaluation is concerned with a period elapsed one year at maximum. The performance assessment of employees can be conducted for two earlier and later periods and defined as the process by which employee performance is evaluated within certain past period not exceeding a year depending on evaluation criteria agreed upon with the employees the next six-month period at best. The purpose of the assessment process twofold; one administrative when the assessment outcomes are used to make decisions related to promotion and remuneration. The second goal to develop performance of employees based on the weaknesses identified by training or incentives (Breir,1987, P.125).Kamel (1994, P.125) argued that the goals intended by performance assessment include fairness and accuracy of rewards provided, identify which individuals should be promoted and providing a two International Research Journal of Finance and Economics - Issue 97 (2012) way communication system. Typically, the direct supervisor takes responsibility on the assessment process who has close knowledge with his subordinates and directly observe their behaviors, productivity loyalty, and has established relationship with them. A related concept with assessment is that of productivity that implies effectiveness and efficiency; the first indicate to the accomplished goals whereas the later indicate the ratio of consumed inputs to gained 32

outputs (Abbas, 2007, P.137). In order to be effective, the assessment process should be objective, the assessor impartial, and the instrument used should be valid that by focusing on the factors that stimulate employee motivation such as employee's on job behavior like altruism that by measuring assistance and helping behaviors by the employees to others in the organization; measuring courtesy and tactfulness of the employee with his workmates; and the ability to avoid problems related to decisions prejudice others; and channeling information to potential users. Employee burn out is also measured to identify employee's commitment with the ideals personally defined as behavior benchmarks, so that he would achieves job tasks higher than expected. A good assessment method is that instigates the desire and enthusiasm in employees; enhances mutual trust between the subordinates and super ordinates as represented by the availability, reliability, fairness, straightforwardness, sense of humour, tolerance, patience with annoyance in the organization without complaining or feeling oppressed, and the civil advantage as represented by the responsible involvement in the social processes of the organization (Rayan, 2009, P.49).It is worth to note that although stimulating motivation in employees is a major goal of performance assessment, it will not be expected unless employees were satisfied about the performance assessment method that need to involve suitable factors and keep updating them to meet goals of both the organization and the employees. The performance assessment departments at organizations typically questioning about what to assess in the employees, what aspects of performance need to be emphasized, and identification of such aspects all these questions are known as performance assessment criteria that are essential for success of the assessment. Some of the performance assessment criteria are (job recognition, leadership, initiation, creativity, quality of performance, workload, cooperation, ability to make decision, problem solving, attitudes to job, and delegate authoritiy (Al Kalaldeh, 2007, P.19).Al Kahrki (2001, P. 50) highlighted five steps of performance evaluation: 1. Identify the nature of job assigned to the employee whose performance will be measured, implying job analysis, description, and evaluation. 2. Setting assessment bases or criteria, and having assessors and assessed employees aware to them. Such criteria include personal qualities such as motivation, initiation, enthusiasm, behaviors on job like the number of demands met, service delivered or audited. In addition to the outcomes accomplished by an employee as proportion of profits, cost, customer satisfaction, etc. 3. Measuring performance using suitable methods whether by observation, written or oral statistical reporting. 4. Subordinates need to be aware to the performance assessment reports to identify the strengths that need further enhancement and weakness that need remedy. 5. Taking corrective action and appropriate measures to correct faults and avoid deviations from the specified criteria. The authors argue for specified aspects of the assessment process that need further emphasize that should be taken into account because they benefit both the employee and the organization. Management by objective (MBO) approach has proven as an effective assessment tool, in which individual goals are set by an agreement between the super ordiante and the subordinate, and compare the goals accomplished. With this approach, the performance is measured for an earlier and later period. Preferably, employees need to be familiarized with the assessment result of their performanceso that to be aware to and support strengths, and to weaknesses that need correction. The assessor need to discuss the performance report with the employee to identify the weaknesses that to be treated cooperatively, since performance assessment is designed to eliminate negative rather than punishment. Assessors are most often criticized as being impartial, more concerned with interrelationships, and favouritism of 33

relatives; in turn a more diligent and talented employee would feel frustrated, and negative feelings would prevail the employee-boss relationship, and between employees at low levels and top level managers, which finally would compromise the organization's ability to coup with change and achieve its goals. There are many faults that would take place in the performance assessment process in an organization. For example, laissez faire state would prevail the organization because of lack of effective regulations or because of effectiveness of the top management who apply such regulations consistently. The result will be more chaos and lack of ethical and objective bases under which the performance assessment can be carried out fairly and effectively, in addition to lack of sufficiently strong supervisors and managers who have the information and experience to practice the supervision and management roles effectively and lead the organization to success and achieving goals. The difficulty of performance assessment process stems from nature of job that is uneasy to measure quantitatively, basically managerial and clerical jobs. Another difficulty is related to transfer of employees from one position to another which makes it impractical for assessor to keep monitoring employee performance on continual basis so that to be able create a complete picture or impression about the performance. These difficulties need to be taken into account when implementing the assessment. AlKahrki (2001, P. 61) mentioned several faults typically happen in the assessment process such as: tendency to moderate ratings, Too loose or too stringent, Halo effect meaning spotlighting one aspect of employee performance on the expense of another, stressing on most recent performance and ignoring the past performance, Personal bias and favouritism of interrelationships. Conditions for success of performance assessment process include validity i.e. consistency of the assessment results for an employee once the assessment repeated; in addition to proper of the performance assessment i.e. the performance assessment process should be based on certain performance benchmarks to which eventual employee performance should be compared (Al Kalaldeh,2007, P.90). 3.8 Empirical Study Method The authors used the descriptive statistical analytical approach by a questionnaire developed and administered to intentionally selected sample. Data collected via the questionnaire and the other related books and resources were statistically analyzed .Population& Sample The population consisted of administrative employees working at Aal Al Bayt University at Mafraq Governorate, and Al Husn University College and Irbid Girls College supervised by Al Balqa'a Applied University. The administrative staff employed by both universities included (1000) employees, and a representative sample (10%) of different managerial, academic qualifications and experience levels was drawn out. . Data Collection Method To achieve the study goal, two kinds of data resources were referred to: Secondary Resources: Describe the literature focused on performance assessment method and effects on motivation, in addition to the data contained in the worksheets, prior studies, and articles published in the academic journals. Primary Resources To achieve the study objectives, the researchers collected primary data by a specifically designed questionnaire and administered to a random sample consisted of (100) administrative employees at the Aal Al Bayt University and Al Balqa'a Applied University to elicit their views. The questionnaire included three parts: 34

Part One: This part elicits demographic data (gender, academic qualification and years of experience) about respondents. Part Two: Includes items measuring the independent variable: Employee Performance Evaluation Method. Part Three: Includes items measuring the dependent variable: as represented by motivation to work measured by such dimensions as altruism, employee ethics, burn out, competency, fairness, cooperation, and employee productivity .The authors sent the questionnaire to specialized colleagues for judging validity. The questionnaire was then administered to participants, and (100) usable questionnaires were received back, though a limited number of respondents omitted some questions, and the missing values were given negative values in the statistical analysis .In order to verify validity and objectivity, the questionnaire was designed with each hypothesis.

35

Motivation involves a constellation of beliefs, perceptions, values, interests, and actions that are all closely related. As a result, various approaches to motivation can focus on cognitive behaviors (such as monitoring and strategy use), non-cognitive aspects (such as perceptions, beliefs, and attitudes), or both. For example, Gottfried (1990) defines academic motivation as enjoyment of school learning characterized by a mastery orientation; curiosity; persistence; task-endogeny; and the learning of challenging, difficult, and novel tasks (p. 525). On the other hand, Turner (1995) considers motivation to be synonymous with cognitive engagement, which he defines as voluntary uses of high-level self-regulated learning strategies, such as paying attention, connection, planning, and monitoring (p. 413). 3.9 Theoretical Approaches According to Stipek (1996), early approaches to the study of motivation were rooted in the literature on extrinsic reinforcement. Within this literature, all behavior, including achievement, was believed to be governed by reinforcement contingencies. Proponents of this approach included B.F. Skinner, who identified different types of reinforces. Positive reinforces, or rewards, are consequences that increase the probability of a given behavior they were made contingent on, whereas negative reinforces are consequences that increase the probability of a given behavior by removing or reducing some negative external stimulus. Punishment, on the other hand, refers to unpleasant consequences that decrease the probability of a given behavior. Under this framework, the teachers job is clear: to use good grades and praise to reward desired behavior and bad grades or loss of privileges as punishment. As Stipek notes, this approach is limited to the extent that rewards and punishments are not equally effective for all students, and desired behaviors (such as paying attention) are difficult to reinforce. Moreover, the benefits of extrinsic rewards tend to decay over time (Stipek, 1996). Study up into the following criteria: communication, income, long-term incentives, and non-financial incentives. The study was limited to employees working in the company headquarters in Reno. All employees surveyed live in the Reno-Sparks metropolitan area (Washoe and Storey counties), Carson City, or Lake Tahoe. The questionnaire was issued, returned, and analyzed in December of 2011.

36

As Stipek (1996) explains, the limitations of extrinsic reinforcement led to the development of new approaches to motivate people, including cognitive behavior modification (CBM). This approach recognizes that the effects of reward contingencies are mediated by cognitive variables, such as verbal ability. Thus, the goal of CBM is to change overt behavior by manipulating cognitive processes. Under this approach, students take more responsibility for their own learning by monitoring their behavior, setting goals, deploying metacognitive strategies, and administering their own rewards. Giving students such control over their own learning is believed to result in maintenance of learning behaviors over time, the transfer of learning behaviors to new contexts, and more independence in the exercise of such behaviors. There are, however, several disadvantages to this approach, including the fact that in empirical studies, researchers observed children cheating, either by setting low performance standards for themselves or rewarding themselves undeservedly (Speidel& Tharp, 1980; Wall, 1983, as cited in Stipek, 1996). These limitations, coupled with changing perspectives on motivation, ultimately led to yet another transformation of the literature on motivation emerging in the late 1960s and 1970s. This third-wave literature is characterized by the belief that behavior is affected by cognition rather than the consequences of ones actions (Stipek, 1996). Broussard and Garrison (2004) observe that contemporary motivation research tends to be organized around three questions: 1 Can I do this task? Do I want to do this task and why? What do I have to do to succeed in this task? This section reviews the empirical literature on the motivation levels of elementary-age children, followed by an investigation of how motivation develops and fluctuates over time with age. Guay et al. (2010) reviewed the literature on differentiation of motivation, concluding that children aged 57 typically do not differentiate between subject areas, whereas children age 811 tend to have more accurate self-perceptions of their relative strengths and weaknesses across subject areas. In a study of the development of motivation in 425 students in first grade through third grade, Guay et al. found that differentiation between school subjects did MOTIVATION.

37

CHAPTER 4 RESEARCH METHODOLOGY

38

RESEARCH METHODOLOGY 4.0 RESEARCH METHODOLOGY

4.1 BASIC TERMS OF THE RESEARCH STUDY Motivation- motivation is the word derived from the word motive which means needs, desires, wants or within the person. Employee satisfaction: Whether employees are happy and satisfied and pleasing their desires & needs at work. Many measures claim that employee satisfaction is a factor in employee motivation, employee goal. Employee Performance: The activity of performance ; of doing something fruitfully; by knowledge as famous from simply possessing it; A performance Comprises an event in which normally one group of people the performer or Performers act in a particular way for another group of people. Productivity: Productivity is that which people can produce with the smallest amount effort Productivity is a ratio to calculate how well an organization or individual, industry, country converts input belongings, labour, materials, machines etc. into goods and services. Working Environment: Stresses, influences, and competitive, situation, civilizing, demographic, profitable, usual, political, regulatory, and environmental factors that affect the survival, operations, and development of an organization. 4.2 RATIONALE OF THE RESEARCH STUDY The proposed project study focuses on human resources Strategies for attracting and retaining employees of Baroda dairy. The study would attempt to explore and describe Various function of the Baroda dairy and factors influencing decision of the Baroda dairy. 4.3 OBJECTIVES OF THE STUDY Primary objective 1. To study the important factors which are needed to motivate the employees. Secondary Objective. 1 . To s t u d y t h e e f f e c t o f m o n e t a r y a n d n o n - m o n e t a r y b e n e f i t s p r o v i d e d b y t h e organization on the employees performance. 2. To study the effect of job promotions on employees. 39

3. To learn the employees satisfaction on the interpersonal relationship exists in the organization. 4 . To p r o v i d e t h e p r a c t i c a l o r g a n i z a t i o n s performance. 4.4 suggestion for the improvement of

SCOPE & COVERAGE OF THE RESEARCH STUDY

The present study on employee motivation helps to get clear picture about the factors which motivates the employees. This in turn helps the management to formulate suitable policy to motivate the employees. Hence, the motivational level of the employees may also change. The factors that motivate the employees may change with change in time because the needs o f employees too change with change in time. So continuous monitoring and c l o s e observation of factors that motivate the employees is necessary to maintain a competent work force. Only with a competent work force an organization can achieve its objective. Moreover, human resource is the most valuable asset to any organization. A further study. The study aims at studying various human resource strategies and their influences on the decisions of Baroda dairy employees in Baroda area. 4.5 RESEARCH DESIGN OF THE RESEARCH STUDY Research design of the proposed project work, considering its objective, scope and coverage has been Exploratory and Descriptive in nature. 4.6 RESEARCH METHODOLOGY OF THE RESEARCH STUDY

Research is a systematic method of finding solutions to problems. It is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge .According to Clifford woody, research comprises of defining and redefining problem ,formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to determine whether they fit the formulated hypothesis Sampling Design. Kothari C R . Research Methodology-Methods & Techniques And Revised edition (2007) New Age International Publishers- New Delhi. A sample design is a finite plan for obtaining a sample from a given population. Simple random sampling is used for this study. 40

Universe. The universe chooses for the research study is the employees of Baroda dairy. Sample Size. Number of the sampling units selected from the population is called the size of the sample. Sample of 100 respondents were obtained from the population. Sampling Procedure. The procedure adopted in the present study is probability sampling, which is also known as chance sampling. Under this sampling design, every item of the frame has an equal chance of inclusion in the sample. Methods of Data Collection The datas were collected through Primary and secondary sources. Sources of Information: a) Secondary Data: The secondary data was obtained from published as well as unpublished search engine, newspapers, books, magazines, journals, websites the other relevant information. b) Primary Data: The primary data was obtained from the people using cell phones.

Research Instrument: The researcher was put to use structured non-disguised questionnaire to get the responses from the employee of Baroda dairy. Sampling Decisions: a) Representative Sample: The primary data from the customer availing services provided by Baroda dairy has been regarded as a representative sample unit in this research study. b) Sampling Frame: The representative sampling unit in appropriate and justified size would be 41

conveniently drawn from different customer across various age-groups, occupation, education, gender and income from the selected respondents c) Sample Size: The appropriate number from the students database made available for the purpose of the study has been 100 representative samples will be considered. d) Sampling Design and Methods: Non-probability sampling design based on convenient sampling method will be used for the proposed research study. e) Sampling Media: The sampling media would be personal interview of employees of Baroda dairy.

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CHAPTER 5 DATA ANALYSIS AND INTERPRETATION

43

5.0 DATA ANALYSIS AND INTERPRETATION 1. Table showing the age of the employees. Frequenc y 20-25 3 25-30 10 30-35 9 35-40 6 40above 72 Total 100 Percent 3 10 9 6 72 100

Age

Interpretation: Out of 100 respondents minimum employee is in the age group Of 20-25 that is 3 and maximum respondents in the age group of 40above that is 72.

2. Table showing the number of respondent of male and female. Frequenc y 88 12 100 Percent 88 12 100

gender

male female Total

Interpretation: Out of 100 respondents 88% are male & 12% are female. 44

3. Table showing the terms of appointment of respondent Frequenc y Contractual basis of regular Total 10 90 100

Percent 10 90 100

Terms appointment

Interpretation: Out of 100 respondents 10 % on contractual basis and 90% on regular basis.

4. Table showing work experience in present organization. Frequency Percent 0-5yrs 15 15.0 Work 19 19.0 experience 11-15yrs in present 16-20yrs 25 25.0 organizatio 20above 41 41.0 n Total 100 100.0

45

Interpretation: Out of 100 respondents minimum respondents in the category of 0-5yrs that is 15% and maximum respondents in the category of 20above that is 41%.

5. Table showing education qualification of respondents Frequency 1 2 4 5 Total 46 8 45 1 100 Percent 46.0 8.0 45.0 1.0 100.0

Education qualification

Interpretation: Out of 100 respondents maximum no. of respondents are graduate.

6. Table showing department of respondents. Frequency and 54 Percent 54

department

Hr admin

46

purchase marketing finance total

9 35 2 100

9 35 2 100

Interpretation: Out of 100 respondents maximum no. of respondents are in hr and admin department that is 54% and minimum no. of respondents in finance department that is 2%.

7 Table showing the designation of the respondents. Frequency 1 2 4 6 6 5 designation 8 18 9 69 Total 100 Percent 2 6 5 18 69 100

Interpretation: Out of 100 respondents maximum no. of respondents are senior assistant and minimum no. of respondents are manager.

47

8. Table showing the monthly income of the respondents.

Frequency Up toRs. 10000 Rs.10000Rs.20000 Rs.20000Rs.30000 Rs.30000Rs.40000 Rs.50000 and above Total 77 14 5 3 1 100

Percent 77 14 5 3 1 100

Monthly income

Interpretation: Out of 100 respondents maximum no. of respondents are in the category of upto Rs.10000 and minimum no. of respondents are in the category of Rs. 50000above.

9. Job given by company improves skills and ability of employees. Frequency 1 Percent 100

100.0

48

Interpretation: Out of 100 respondents, 100 respondents are satisfied with the company support.

10. Management of company involves in the decision making connected to department. Frequency 1 Percent 100

Valid

100.0

Interpretation: Out of 100 respondents , 100 respondents are satisfied with the company involvement In the decision making activity.

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11. employees have been motivated for training/ development programmes Frequency Percent 1 100 100.0

Interpretation: Out of 100 respondents , 100 respondents are satisfied by the company efforts for Motivating the employees for training programmes.

12. Does management maintain an open communication with employees? Frequency Percent 1 81 81.0 3 19 19.0 Total 100 100.0

50

Interpretation: Out of 100 respondents ,81% are satisfied with the company open communication system and 19% respondents are in confusing state.

13. Motivation increases responsibilities and duty of employees. Frequency 1 3 Total Percent 54 46 100

54.0 46.0 100.0

Interpretation: Out of 100 respondents ,54% respondents are satisfied with that motivation increases Responsibilities and duty of employees and 46% are in confusing state that it will increase responsibilities or not.

51

14. Have you ever nominated or received an employee of quarter/ employee of the year award? Frequency Percent 2 100 100.0

Interpretation: Out of 100 respondents,100 respondents are not getting employee of quarter/ employee Of the year award.

15.overall job organisation is

satisfaction

in

the

hr

department

of

Frequency 2 3 Total 98 2 100

Percent 98.0 2.0 100.0

Interpretation: Out of 100 respondents 98% respondents are satisfied with the job satisfaction in the hr department of organization and 2% respondents are think that job satisfaction in the hr department of organization is average. 52

16.company encourages employees to come up with new and better ways of doing better work

Frequency 4 5 Total

Percent 92 8 100

92.0 8.0 100.0

Findings: Out of 100 respondents ,92% respondents are agree that company encourages new ideas Of doing better work and 8% respondents are strongly agree that company encouraged new ideas of doing better work. Conclusion: We can conclude that during the random research the researcher had just collected data from the respondents and find that 925 respondents agree with new ideas of doing work and 8% are strongly agree.

17. Management provides continuous feedback in solving work related problems to employees. Frequency Percent 4 93 93.0 5 7 7.0 Total 100 100.0

53

Findings: Out of 100 respondents ,93 % respondents are agree that company provides continuous Feedback in solving work related problems and 7% respondents strongly agree that Company provides continuous feedback in solving work related problems. Conclusion: We can conclude that during the random research the researcher had just collected data from the respondents and find that 93% respondents agree that company should provide feedback to employees and 7% are strongly agree.

18. Special wage increment should be given to employees who do their job very well. Frequency 1 2 Total Percent 41 59 100

41.0 59.0 100.0

. Findings: Out of 100 respondents ,41% are strongly disagree that special wage increment given to Those employees who do their job very well and 59% respondents are disagree that special wage increments given to those employees who do their job very well. Conclusion: We can conclude that during the random research the researcher had just collected data from the respondents and find that 41% respondents are disagree that special wage given to those only who do their work well and 59% are disagree.

54

19. Better job description would be helpful to employees for their duties. Frequency Percent 4 73 73.0 5 27 27.0 Total 100 100.0

Findings: Out of 100 respondents ,73% respondents are agree that better job description would be Helpful to employees for their duties and 27% respondents are strongly agree that better job description would be helpful to employees for their duties.

Conclusion:

We can conclude that during the random research the researcher had just collected data from the respondents and find that 73% respondents are agree about that job description would helpful for employees for their duties and 27% are strongly agree.

20. Department head/ supervisor discusses for employees workplace environment Frequency Percent 4 74 74.0 5 26 26.0 Total 100 100.0

Findings:

55

Out of 100 respondents 74% respondents are agree that supervisor discusses for employees workplace environment and 26% respondents are strongly agree about above statement. Conclusion:

We can conclude that during the random research the researcher had just collected data from the respondents and find that 74% respondents are agree about that supervisor discusses regarding workplace environment and 26% are strongly agree.

21. Supervisor should give the good deal of attention for physical working condition of the employees. Frequency Percent 4 98 98.0 5 2 2.0 Total 100 100.0

Findings: Out of 100 respondents ,98% respondents are agree that supervisor should give the attention for physical working condition of the employees and 2% respondents are strongly agree about above statement. Conclusion:

We can conclude that during the random research the researcher had just collected data from the respondents and find that 98% employees are agree about that supervisor should give attention for physical working condition of the employees and 2% are strongly agree.

22. Supervisor ought to work hard to develop a friendly working environment for employees. 56

Frequency 4 5 Total .

Percent 44 56 100

44.0 56.0 100.0

Findings: Out of 100 respondents ,44% respondents are agree that supervisor ought to work hard To develop a friendly working environment for employees and 56% respondents are Strongly agree about above statement. Conclusion:

We can conclude that during the random research the researcher had just collected data from the respondents and find that 44% are agree and 56% are strongly agree about above statement.

23.individual recognition for above standard performance means a lot to employees. Frequency 2 4 5 Total Percent 4 85 11 100

4.0 85.0 11.0 100.0

Findings:

57

Out of 100 respondents ,4% respondents are disagree that individual recognition for above standard performance means a lot to employees and 85% respondents are agree about above statement and 11% respondents are strongly agree about above statement. Conclusion: We can conclude that during the random research the researcher had just collected data from the respondents and find that 4% are disagree and 85% are agree and 11% are strongly agree that recognition for their performance means a lot to employees.

24.individual incentive / bonus would improve the performance of employees Frequency 4 5 Total Percent 57 43 100

57.0 43.0 100.0

Findings: Out of 100 respondents 57% respondents are agree that individual incentive would improve the performance of employees and 43% respondents are strongly agree about above statement. Conclusion: We can conclude that during the random research the researcher had just collected data from the respondents and find that 57% are agree and 43% are strongly agree.

25. Job security is important for employees. 58

Frequency 4 5 Total

Percent 57 43 100

57.0 43.0 100.0

Findings: Out of 100 respondents ,57% respondents are agree that job security is important for employees and 43% respondents are strongly agree about above statement.

Conclusion: We can conclude that during the random research the researcher had just collected data from the respondent and find that 57% are agree and 43% are strongly agree that job security is important for employees.

26. employees of the company want to give their best in everything they do. Frequency Percent 4 3 3.0 5 97 97.0 Total 100 100.0

Findings:

59

Out of 100 respondents ,3% respondents are agree that employees of the company want to give their best in everything they do and 97% respondents are strongly agree about statement. Conclusion: We can conclude that during the random research the researcher had just collected data from the respondents and find that 3% are agree and 97% are strongly agree.

27.in my opinion, motivation given by company to employee for better work choice. Frequency 9 1 70 20 100 Percent 9.0 1.0 70.0 20.0 100.0

2 3 4 5 Total

Findings: Out of 100 respondents ,70% respondents are agree that company give motivation to employees for better work choice and maximum respondents who are agree about that Statement , only 1% respondents are neutral about that statement, 9% respondents are Disagrees and 20% respondents are strongly agree about that statement. Conclusion: We can conclude that during the random research the researcher had just

collected data from the respondents and find that 70% are agree and 1% are neutral and 20% are strongly agree about motivation given for better work.

28.company should stop motivation programme if employees do not want. Frequency Percent 60

2 4 5 Total

65 32 3 100

65.0 32.0 3.0 100.0

Findings: Out of 100 respondents ,65% respondents are disagree that company should stop motivation programme if employee do not want and 3% respondents are strongly agree about above statement ,32% respondents are agree about above statement. Conclusion: We can conclude that during the random research the researcher had just collected data from the respondents and find that 65% are disagree and 3% are strongly agree and 32% are agree.

29.motivation given to employees will create conflict in the organisation. Frequency Percent 2 12 12.0 4 88 88.0 Total 100 100.0

Findings:

61

Out of 100 respondents ,12% respondents are disagree about that motivation create conflict in the organization and 88% respondents agree about that motivation create conflict among employees. Conclusion: We can conclude that during the random research the researcher had just collected data from the respondents and find that 12% are disagree and 88% are agree with statement.

30.company gives safe, healthy and comfortable work environment to employees. Frequency Percent 2 5 5.0 4 95 95.0 Total 100 100.0

Findings: Out of 100 respondents ,5% respondents are disagree about that company gives safe , healthy and comfortable environment to employees and 95% respondents are agree about Above statement. Conclusion: We can conclude that during the random research the researcher had just collected data from the respondents and find that 5% are disagree and 95% are agree.

31.department head/ supervisor encourages to employees when they perform good job. 62

Frequency 2 4 5 Total

Percent 6 5 89 100

6.0 5.0 89.0 100.0

Findings: Out of 100 respondents ,6% respondents are disagree about that department head encourages to employees when they perform good job and 5% respondents are agree about statement ,89% respondents are strongly agree about above statement. Conclusion: We can conclude that during the random research the researcher had just collected data from the respondents and find that 6% respondents are disagree about that departmental head encourage employees when they perform good job and 5% are agree and 89% are strongly agree.

5.0.1 Hypothesis of the research study

1. gender * special wage increment should be given to employees who do their jobv very well. Count special wage increment should be given to employees who do their jobv very well. 1 2 36 52 5 7 41 59 Total

gender Total

1 2

88 12 100 63

Chi-Square Tests Value df Asymp. sided) .960 Sig. (2-

Pearson Chi-Square .003a 1 Continuity .000 1 1.000 Correctionb Likelihood Ratio .003 1 .960 Fisher's Exact Test Linear-by-Linear .002 1 .960 Association N of Valid Cases 100 a. 1 cells (25.0%) have expected count less than 5. The minimum expected count is 4.92. b. Computed only for a 2x2 table Interpretation: Table value(0.960) is greater than computed value(0.003) .Therefore , null hypothesis is accepted. Hence, there is not significant relationship between gender and special wage increment Should be given to employees who do their job very well.

2. age * motivation increases responsibilities and duty of employees.

Count motivation increases responsibilities and duty of employees. 1 3 2 1 6 4 6 3 1 5 39 33 Total

age

1 2 3 4 5

3 10 9 6 72 64

Total

54

46

100

Chi-Square Tests Value Pearson Chi-Square 4.287a Likelihood Ratio 4.533 Linear-by-Linear .330 Association N of Valid Cases 100 a. 7 cells (70.0%) have expected minimum expected count is 1.38. df 4 4 1 Asymp. Sig. (2-sided) .369 .339 .566

count less than 5. The

Interpretation: Table value is(0.369) less than computed value(4.287). Therefore null hypothesis is rejected. Hence, there is significant relationship between age and motivation increases Responsibilities and duty of employees.

3. desination * supervisor ought to work hard to develop a friendly working environment for employees Crosstabulation

65

supervisor ought to work hard to develop a friendly working environme nt for employees. 4 1 4 desination 6 8 9 Total 44

Total

5 0 3 2 10 29 56

2 3 3 8 40 100

2 6 5 18 69

Chi-Square Tests Value df Pearson 2.776a 4 Chi-Square Likelihood 3.514 4 Ratio Linear-byLinear .204 1 Associatio n N of Valid 100 Cases a. 6 cells (60.0%) have expected minimum expected count is .88.

Asymp. Sig. (2-sided) .596 .476

.652

count less than 5. The

Interpretation: 66

Table value is(0.598) less than computed value(2.776). Therefore null hypothesis is rejected. Hence, there is significant relationship between designation and supervisor Ought to work hard to develop a friendly working environment for employees.

4. educational qualification * department head/ supervisor encourages to employees when they perform good job.

Crosstabulation Count department head/ supervisor encourages to Total employees when they perform good job. 2 4 5 4 1 41 46 2 0 6 8 0 4 41 45 0 0 1 1 6 5 89 100

educational qualification Total

1 2 4 5

Chi-Square Tests Value Pearson Chi-Square 10.889a Likelihood Ratio 11.836 Linear-by-Linear 2.164 Association N of Valid Cases 100 a. 9 cells (75.0%) have expected minimum expected count is .05. df 6 6 1 Asymp. Sig. (2-sided) .092 .066 .141

count less than 5. The

67

Interpretation: Table value(0.092) is less than computed value(10.889). Therefore null hypothesis is rejected . Hence there is significant relationship between education qualification and Departmental head/ supervisor encourages to employees when they perform good.

5. work experience * individual incentive / bonus would improve the performance of employees. Count individual incentive / bonus would improve the performance of employees. 4 5 8 7 13 6 16 9 20 21 57 43 Total

work experience Total

1 3 4 5

15 19 25 41 100

Chi-Square Tests Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases 2.723a 2.752 .322 100 df 3 3 1 Asymp. Sig. (2-sided) .436 .431 .570

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a. 0 cells (0.0%) have expected count less than 5. The minimum expected count is 6.45.

Interpretation: Table value(0.438) is less than computed value(2.723). Therefore null hypothesis is rejected. Therefore there is significant relationship between work experience and individual Incentive/ bonus would improve the performance of employees.

CHAPTER 6 FINDINGS SUGGESTIONS AND CONCLUSION

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6.0 FINDINGS
The findings of the study are follows 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. The Baroda dairy has a well-defined organization structure. There is a harmonious relationship is exist in the organization between employees and management. The employees are really motivated by the management. The employees are satisfied with the present incentive plan of the company. Most of the workers agreed that the company is r e c o g n i z i n g a n d acknowledging their work. eager in

The study reveals that there is a good relationship exists among employees. Majority of the employees agreed that there job security to their present job. The company is providing good safety measures for ensuring the employees safety. From the study it is clear that most of employees agrees to the fact that performance appraisal activities and support from the co-workers in helpful to get motivated. The study increase in the salary will motivates the employees more. The incentives and other benefits will influence the performance of the employees 70

12.

The incentives and other benefits will influence the performance of the employees.

6.1 SUGGESTIONS
The suggestions for the findings from the study are follows Most of the employees agree that the performance appraisal activities are helpful to get motivated, so the company should try to improve performance appraisal system, So that they can improve their performance. Non-financial incentive plans should also be implemented; it can improve the productivity level of the employees.

Organization should give importance to communication between employees and Gain co-ordination through it. Skills of the employees should be appreciated. Better carrier development opportunities should be given to the employees for their improvement. If the centralized system of management is changed to a decentralized one, then there would be active and committed participation of staff for the success of the organization.

6.2 CONCLUSION
The study concludes that, the motivational program procedure in baroda d a i r y is found effective but not highly effective. The study on employee motivation 71

highlighted so many factors which will help to motivate the employees. The study was conducted among 50 employees and collected information through structure Questionnaire. The study helped to findings which were related with employee motivational programs which are provided in the organization. The performance appraisal activities really play a major role in motivating the employees of the organization. It is a major factor that makes an employee feels good in his work and results in his satisfaction too. The organization can still concentrate on specific areas which are evolved from this study in order to make the motivational programs more effective. Only if the employees are properly motivated- they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.

6.3 LIMITATIONS OF STUDY

The limitations of the study are the following The data was collected through questionnaire. The responds from the respondents may not be accurate. The sample taken for the study was only 100 and the results drawn may not be accurate. Since the organization has strict control, it acts as another barrier for getting data. Another difficulty was very limited time-span of the project

Lack of experience of Researcher.

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BIBLIOGRAPHY AND WEBLIOGRAPHY

BIBLIOGRAPHY Reference Books: Human resource management c.r.kothari

WEBLIOGRAPHY Websites: www.google.com www.wikipedia.com through internet sources www.baroda dairy.com

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ANNEXURE

74

A STUDY OF MOTIVATION OF EMPLOYEES AT BARODA DAIRY Dear Respondent, I, undersigned, Ms. RuchiYadav, a student of M. Com. (Final) - Specialization in Human Resource Management, Faculty of Commerce, The M. S. University of Baroda, have been carrying out Project on A Study of Motivation of Employees at Baroda Dairy towards partial fulfillment for Award of Master of Commerce Degree. You are requested to cooperate by sparing your valuable time to fill-up the Questionnaire for the project undertaken. I assure you that this study is meant for academic purpose only and the information provided by you will be kept strictly confidential. Thanking you, Yours sincerely, (Ms. RuchiYadav) (M) : 93767 21354 Sr. No. QUESTIONNAIRE SECTION I: DEMOGRAPHIC INFORMATION Note: (Please appropriate answer) 1 Name : _______________________________________ (Surname) (First Name) (Second Name) 2 Age : 1) 20-25 years 2) 25-30 years 3) 0-35 years 4) 35-40 years 5) 40 years above 3 4 5 Gender : 1) Male 2) Female 2) Regular

Terms of Appointment : 1) Contractual basis Work experience in present organization : 1) 0-5 years 2) 6-10 years 75

3) 11-15 years 4) 16-20 years 5) 20years & above 6 Education Qualification : 1) Graduate 2) Post graduate 3) Diploma 4) Any other Please specify _______________ Department : 1) HR & Admin 2) Process 3) Purchase 4) Quality Assurance Designation : 1) Unit Head 2) DGM 3) Chief Manager 4) Manager 5) Deputy Manager 6) Assistant Manager 7) Executive Manager 8) Officer 9) Any other, please specify __________ Monthly Income : 1) Up to Rs. 10000 2) Rs. 10000-Rs.20000 3) Rs. 20000-Rs.30000 4) Rs.30000-Rs.40000 5) Rs.40000-Rs.50000 6) Rs.50000 and above

SECTION II : General Information on Motivation of Employees Note : (Please appropriate answer) 10 11 12 Job given by company improves skills and ability of employees. 1) Yes 2) No 3) Dont Know Management of company involves in the decision making connected to department. 1) Yes 2) No 3) Dont Know Employees have been motivated for training / development programmes 76

1) Yes 13 14 15

2) No

3) Dont Know

Does Management maintain an open communication with employees? 1) Yes 2) No 3) Dont Know Motivation increases responsibilities and duty of employees. 1) Yes 2) No 3) Dont Know Have you ever nominated or received an Employee of Quarter / Employee of the Year Award? 1) Yes 2) No 3) Dont Know Overall job satisfaction in the HR department of organization is 1) Excellent 2) Good 3) Average

16

SECTION III : Statements on Motivation of Employees Note : Following statements are pertaining to Motivation of Employees. Please rate requirements of Competencies on a Five Point Rating Scale : 12345( Please the answer ) Sr. No 17 18 19 20 Particulars SD D 2 2 2 2 N 3 3 3 3 A 4 4 4 4 SA 5 5 5 5 Strongly Disagree Disagree Neutral Agree Strongly Agree (SD) (D) (N) (A) (SA)

Company encourages employees to come up with 1 new and better ways of doing better work. Management provides continuous feedback solving work related problems to employees. in 1

Special wage increment should be given to 1 employees who do their job very well. Better job description would be helpful to employees 1 for their duties. 77

21 22 23 24 25 26 27 28 29 30 31 32

Department Head / Supervisor employees workplace environment.

discusses

for 1

2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5

Supervisor should give the good deal of attention for 1 physical working condition of the employees. Supervisor ought to work hard to develop a friendly 1 working environment for employees. Individual recognition for above performance means a lot to employees. standard 1

Individual incentive / bonus would improve the 1 performance of employees. Job security is important for employees. 1

Employees of the company want to give their best in 1 everything they do. In my opinion, motivation given by company to 1 employees for better work choice. Company should stop motivation programme if 1 employees do not want. Motivation given to employees will create conflict in 1 the organization. Company gives safe, healthy and comfortable work 1 environment to employees. Department Head / Supervisor encourages to 1 employees when they perform good job.

Thanks for sparing valuable time.

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