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A RESEARCH REPORT ON
“IMPACT OF MOTIVATION
TECHNIQUE ON THE
EMPLOYEES OF BANKS”
Submitted in partial fulfilment of the
requirements
For the award of the Degree of
Master of Business Administration
(2010)
(UP Technical University, Lucknow)
By
SEEMA
Roll No. 0809470093
MBA 2nd Year
(GIMT, Greater Noida)
1
DECLARATION
I hereby declare that the project report entitled ‘’IMPACT OF MOTIVATION
TECHNIQUE ON THE EMPLOYEES OF BANKS” product my sincere effort. This
Research Report is being submitted by me alone, at GIMT , Institute of
Management & Technology Gr. NOIDA, for the partial fulfillment of the course
MBA , and the report has not been submitted to any other educational institutions or
for any other purpose whatsoever.
SEEMA
2
ACKNOWLEDGEMENT
This project has been made possible through the direct and indirect co-operation of
various people for whom I wish to express my appreciation and gratitude. In the
preparation of this project report I have received help and encouragement from different
sources.
I express my sincere gratitude to Mr.Tareeq siddiqi (Professor and Head of the dept. of
Management Studies); I convey my regards to my Project Guide Mr.Pratap Chauhan for
his untiring support and encouragement.
I am also very thankful to all the faculty members of GIMT for providing me with their
invaluable suggestions and moral support to complete my report in expected format. A
special thanks to my parents who encourage me a lot during my project session.
I once again thanks to all those who extended their support and co-operation in bringing
out this project work successfully.
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SEEMA
PREFACE
The History of Impact Motivation on employees is quite brief. Motivation in simple
terms may be understood as the set of forces that cause people to behave in certain ways.
A motivated employee generally is more quality oriented. Highly motivated worker are
more productive than apathetic worker one reason why motivation is a difficult task is
that the workforce is changing. Employees join organizations with different needs and
expectations. Their values, beliefs, background, lifestyles, perceptions and attitudes are
different. Not many organizations have understood these and not many HR experts are
clear about the ways of motivating such diverse workforce.
Now days employees have been hired, trained and remunerated they need
to be motivated for better performance. Motivation in simple terms may be understood as
the set or forces that cause people to behave certain ways. People are motivated rewards
something they can relate to and something they can believe in. Times have changed
People wants more. Motivated employees are always looking for better ways to do a job.
It is the responsibility of managers to make employees look for better ways of doing their
jobs.
Individuals differ not only in their ability to do but also in their will to
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do, or motivation Managers who are successful in motivating employees are often
providing an environment in which appropriate goals are available for needs satisfaction.
Retaining and motivating workers requires special attention and the responsibility falls
squarely on the shoulders of HR as well as managers and supervisors at all level. They
have to create a work environment where people enjoy what they do, feel like they have a
purpose and have pride in the mission of the organization. It requires more time, more
skill, and managers who care about people. It takes true leadership.
By giving employees special tasks, you make them feel more important. When
your employees feel like they are being trusted with added responsibilities, they are
motivated to work even harder so they won’t let the company down.
Motivation is essential for any company because employee is Asset of company.
Motivation is important for the growth of employees as well as growth of the
organization.
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TABLE OF CONTENT
List of Topic Page No.
1. Company Profile 7
2. Introduction of Topic 22
(i). Motivation 24
(ii). Techniques of Motivation 33
3. Literature Review 42
4. Research Methodology 46
5. Research Objectives 47
6. Data Analysis & Findings 54
7. Conclusion 73
8. Recommendation & Suggestions 74
9. Limitations 75
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10. Bibliography
11. Annexure
COMPANY PROFILE
BRIEF PROFILE OF UNITS STUDIED
PUBLIC BANKS: Government undertaking banks or the banks which are fully
manages and controls by the government are called public banks. There are 19
nationalized banks in India which are as follows:
Allahabad bank
Bank of Baroda
Bank of India
Central bank of India
Syndicate bank
Union bank of India
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STATE BANK OF INDIA
The origin of the State Bank of India goes back to the first decade of the nineteenth
century with the establishment of the Bank of Calcutta in Calcutta on 2 June 1806. Three
years later the bank received its charter and was re-designed as the Bank of Bengal (2
January 1809). A unique institution, it was the first joint-stock bank of British India
sponsored by the Government of Bengal. The Bank of Bombay (15 April 1840) and the
Bank of Madras (1 July 1843) followed the Bank of Bengal. These three banks remained
at the apex of modern banking in India till their amalgamation as the Imperial Bank of
India on 27 January 1921.
Primarily Anglo-Indian creations, the three presidency banks came into existence either
as a result of the compulsions of imperial finance or by the felt needs of local European
commerce and were not imposed from outside in an arbitrary manner to modernise
India's economy. Their evolution was, however, shaped by ideas culled from similar
developments in Europe and England, and was influenced by changes occurring in the
structure of both the local trading environment and those in the relations of the Indian
economy to the economy of Europe and the global economic framework.
Imperial Bank
The Imperial Bank during the three and a half decades of its existence recorded an
impressive growth in terms of offices, reserves, deposits, investments and advances, the
increases in some cases amounting to more than six-fold. The financial status and
security inherited from its forerunners no doubt provided a firm and durable platform.
But the lofty traditions of banking which the Imperial Bank consistently maintained and
the high standard of integrity it observed in its operations inspired confidence in its
depositors that no other bank in India could perhaps then equal. All these enabled the
Imperial Bank to acquire a pre-eminent position in the Indian banking industry and also
secure a vital place in the country's economic life.
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When India attained freedom, the Imperial Bank had a capital base (including reserves)
of Rs.11.85 crores, deposits and advances of Rs.275.14 crores and Rs.72.94 crores
respectively and a network of 172 branches and more than 200 sub offices extending all
over the country.
The Bank is actively involved since 1973 in non-profit activity called Community
Services Banking. All our branches and administrative offices throughout the country
sponsor and participate in large number of welfare activities and social causes. Our
business is more than banking because we touch the lives of people anywhere in many
ways.
Our commitment to nation-building is complete & comprehensive.
Central Board of State Bank of India
Sr. No. Name of Director Sec. of SBI Act, 1955

Shri O.P. Bhatt
1. 19(a)
Chairman
Shri S.K. Bhattacharyya
2. 19(b)
MD & CC&RO
Shri R. Sridharan
3. 19(b)
MD & GE(A&S)
4. Dr. Ashok Jhunjhunwala 19(c)
5. Shri Dileep C. Choksi 19(c)
6. Shri S. Venkatachalam 19(c)
7. Shri. D. Sundaram 19(c)
8. Dr. Deva Nand Balodhi 19(d)
9. Prof. Mohd. Salahuddin Ansari 19(d)
10. Dr.(Mrs.) Vasantha Bharucha 19(d)
11. Dr. Rajiv Kumar 19(d)
12. Shri Ashok Chawla 19(e)
13. Smt. Shyamala Gopinath 19(f)
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ALLAHABAD BANK
The Oldest Joint Stock Bank of the country, Allahabad bank was founded on April 24,
1865 by a group of Europeans at Allahabad. At the juncture organized industry, Trade
and Banking started taking shape in India. Thus, the history of the Bank spread over three
centuries 19th, 20th and 21st.
Nineteenth century
April 24, 1865 The Bank was founded at the confluence city of Allahabad
by a group of Europeans.
1890’s By the end of the Century, the Bank had its Branches at
Jhansi, Kanpur, Lucknow, Bareily, Nainital, Calcutta and
Delhi.
Twentieth Century
1923 The bank became a part of P &O Banking Corporation’s group with a
bid
price of Rs.436 per share.
1920’s The Head Office of the bank shifted to Kolkata on business

considerations.
1969 Nationalized along with 13 other banks, Branches – 151, 1969 Deposits –
Rs.119 crores, advances – Rs.82 crores. The bank became part of P & O
Banking Corporation’s group with a bid price of Rs.436 per share.
1989 United Industrial Bank Ltd. Merged with Allahabad Bank.
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1991 Instituted All Bank Finance Ltd., a wholly owned subsidiary for
Merchant Banking.
Twentieth – First Centuries
October, 2002 The Bank came out with Initial Public Officer(IPO), of 10
crores share of value Rs.10 each, reducing Government
shareholding to 71.61%.
April,2005 Follow on Public Officer (FPO) of 10 crores equity shares of face value
Rs.10 each with a premium of Rs.72, reducing Government shareholding
to 55.23%
June, 2006 The Bank Transcended beyond the National Boundary, opening
Representative Office at Shenzhen, China.
Oct , 2006 Rolled out first Branches under CBS.
March 2007 Bank’s business crossed Rs.1,00,000 crores mark.
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BANK OF INDIA
Bank of India was founded on 7th September, 1906 by a group of eminent business from
Mumbai from Mumbai. The Bank was under private ownership and control till July 1969
it was nationalized along with 13 other banks.
Beginning with one office in Mumbai, with a paid-up capital of Rs.50 lakh 50
employees, the Bank has made a rapid growth over the years and blossomed into a
mighty institution with a strong national presence and sizable international operations. In
business volume, the Bank occupies a premier position among the nationalized banks.
The Bank has 2644 branches in India spread over all states / union territories including
93 specialized branches. These branches are controlled through 48 Zonal Office. There
are branches / office (including three representative offices) abroad
The Bank came out with its maiden public issue in 1997. Total number of shareholder as
on 30/09/2006 is 2,25,704.
The Birth
Registered on 16th September 1935 with an authorized capital of Rs. 10,00 lakh and
commenced business on 8th February 1936.
Our Future Plans-Vision 2007

• To cross the Business Level of Rs.55,000/- Crores by March 2007
• Systematic approach for reducing Net NPA level to below 1%
• 45 Branches are proposed to be opened at new business centers in North, South

and Eastern parts of the country. 15 extension to be converted into full fledged
branches.
• 23 Currency Chests to be opened.
• 21.42% Growth in Savings Bank Deposits.
• Consolidation of Regional Rural Banks sponsored by Bank of Maharashtra.
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• Establishing ATM network of more than 345 ATMs with on-line connectivity
across the country.
• Extensive use of Wide Area Network-MAHANET inter-connectivity of branches

by providing more customer-centric applications like Any Branch Banking
Service, Demat etc.
• Computerization of remaining 583 rural and semi urban branches providing a cost
effective small branch automation solution for rendering effective small branch
automation solution for rendering effective customer service to rural India.
• Moving towards Core Banking Solution (CBS) by implementing in 100 branches

including pilot run of 25 branches.
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CENTRAL BANK OF INDIA
Established in 1911, Central Bank of India was the first Indian commercial bank which
was wholly owned and managed by Indians. The establishment of the Bank was the
ultimate realization of the dream of Sir Sorabji Pochkhanawala that he proclaimed
Central Bank as the ‘property of the nation and the country’s asset’. He also added that
‘Central Bank live on people’s faith and regards itself as the people’s own work’.i
During the past 95 years of history the Bank has weathered many storms and faced many
challenges. The Bank could successfully transform every threat into business opportunity
and excelled over its peers in the Banking industry.
Subsequently, even after the nationalization of the Bank in the year 1969, Further in line
with the guidelines from Reserve Bank of India as also the Government of India, Central
Bank has been playing an increasingly active role in promoting the key thrust area of
agriculture, small industries as also medium and large industries. The Bank also
introduced a number of Self Employment Schemes to promote employment among the
educated youth.
Among the Public Sector Banks, Central Bank of India can be truly described as an All
India Bank, due to distribution of its large network in 27 States as also in 4 out of 7
Union Territories in India. Central Bank of India holds a very prominent place among the
Public Sector Banks on account of its network of 3194 branches and 267 extension
counters at various centers throughout the length and breadth of the country.
In view of its large network of branches as also number of saving and other innovative
service offered, the total customer base of the Bank at over 25 million account holders is
one of the largest in the banking industry.
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SYNDICATE BANK
Syndicate Bank was established in 1925 in Udupi, the abode of Lord Krishna in coastal
Karnataka with a capital of Rs.8000/- by three visionaries- Sri Upendra Ananth Pai, a
businessman, Sri Upendra Ananth Pai, a businessman, Sri Vaman Kudva, an engineer
and Dr. T.M.A Pai, a physician-who shared a strong commitment to social welfare. Their
objective was primarily to extend financial assistance to the local weavers who were
crippled by a crisis in the handloom industry through mobilizing small savings from the
community. The bank collected as low as 2 annas daily at the doorsteps of the depositors
through its Agents under its Pigmy Deposits Scheme started in 1928. This scheme is the
Bank’s brand equity today and the Bank collects around Rs. 2 crores per day under the
scheme.
The progress of Syndicate Bank has been synonymous with the phase of progressive
banking in India. Spanning over 80 years of pioneering expertise, the Bank has created
for itself a solid customer base comprising customers of two or three generations. Being
firmly rooted in rural India and understanding the grassroots realities, the Bank’s
perception had vision of future India. It has been propagating innovations in Banking and
also has been receptive to new ideas, without however getting uprooted from its
distinctive socio-economic and cultural ethos. Its philosophy of growth by mutual
sustenance of both the bank and the people has paid rich dividends. The Bank has been
operating as a catalyst of development across the country with particular reference to the
common man at the individual level and in rural/semi urban centers at the area level. The
Bank is well equipped to meet the challenges of the 21st century in the areas of
information place and the skills and knowledge of the Bank’s personal are being
upgraded through a variety of training programmed to promote customer delight in every
sphere of its activity. The Bank has launched an ambitious technology plan called
Centralized Banking Solution (CBS) whereby 500 of our strategic branches with their
ATMs are being networked nation wide over a 4 year period.
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PRIVATE BANKS
ICICI BANK
ICICI Bank limited is an India based diversified financial company the provides a range
of banking and financial services to customers, including retail banking, project and
corporate finance, working capital finance, insurance, venture capital and private equity,
investment banking broking and treasury products and services. The bank operates in two
business segments consumer and commercial banking segment provides medium term
and long term project and infrastructure financing, securitization factoring lease
financing working capital finance and foreign exchange services to clients. It also
provides deposit and loan products to retail customers.
Overview
ICICI Bank is India’s second-largest bank with total assets of Rs.3,767,00 billion (US$
96 billion) at December 31,2007 and profit after tax of Rs.30.08 for the nine months
ended December 31,2007. ICICI Bank is amongst all the companies listed on the Indian
stock exchanges in terms of free float market capitalization. The Bank has a network of
about 955 branches and 3,687 ATMs in India and presence in 18 countries. ICICI Bank
offers a wide range of banking products and financial services to corporate and retail
customers through a variety of delivery channels and through its specialized subsidiaries
and affiliates in the area of investment banking, life and non-banking insurance, venture
capital and asset management. The Bank currently has subsidiaries in the United
Kingdom, Russia and Canada branches in United States, Singapore, Bahrain, Hong
Kong, Sri Lanka, Qatar and Dubai International Finance Centre and representative
offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia
and Indonesia. Our UK subsidiary has established branches in Belgium.
ICICI Bank’s equity shares are listed in India on Bombay Stock Exchange and the
National Stock Exchange of India Limited and its American Depositary Receipts (ADRs)
are listed on the New York Stock Exchange (NYSE).
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History
ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial
institution, and was its wholly-owned subsidiary. ICICI shareholding in ICICI Bank was
reduced to 46% through a public offering of shares in India in fiscal 1998, an equity
offering in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank’s
acquisition of Bank of Madura Limited in an all-stock amalgamation in fiscal 2001, and
secondary market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002.
ICICI was formed in 1955 at the initiative of the World Bank, the Government of India
and representative of India industry. The principle objective was to create a development
financial institution for providing medium-term and long-term project financing to Indian
businesses. In the 1990s, ICICI transformed its business from a development financial
institution offering only project finance to a diversified financial services group offering
a wide variety of products and services, both directly and through a number of
subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first Indian
company and the first bank of financial institution from non-Japan Asia to be listed on
the NYSE.
After consideration of various corporate structuring alternatives in the context of the

emerging competitive scenario in the Indian banking industry, and the move towards
universal banking, the management of ICICI and ICICI Bank formed the view that the
merger of ICICI with ICICI Bank would be the optimal strategic alternative for both
entities, and would create the optimal legal structure for the ICICI group’s universal
banking strategy. The merger would enhance value for ICICI shareholders through the
merged entity’s access to low-cost deposits, greater opportunities for earning fee-based
income and ability to participate in the payments system and provide transaction-banking
services. The merger would enhance value for ICICI Bank shareholders through a large
capital base and scale of operations, seamless access to ICICI strong corporate
relationship built up over five decades, entry into new business segments, higher market
share in various business segments, particularly fee-based services, and access to the vast
talent pool of ICICI and its subsidiaries. In October 2001, the Boards of Directors of
ICICI and ICICI Bank approved the merger of ICICI and two of its wholly-owned retail
finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital
Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI
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and ICICI Bank in January 2002, by the High Court of Gujarat at Ahemdabad in March
2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in
April 2002. Consequent to the merger, the ICICI group’s financing and banking
operations, both wholesale and retail, have been integrated in a single entity. ICICI Bank
has formulated a code of Business Conduct and Ethics for directors and employees.
ICICI Limited one of India’s largest financial services provider was formed in 1955 at
the initiative of the World Bank, the Government of India and representatives of Indian
industry, with the objective of creating a development financial institution. Over the last
four decades, ICICI has stretched the border of its business to evolve from a traditional
project finance institution to a diversified services group providing a broad spectrum of
financial solution to corporate and retail customers. ICICI today operates as a virtual
universal bank with a network of 27 subsidiaries. At year-end fiscal 2000, ICICI had
assets of about Rs. 650 billion (Rs. 781 billion as per US GAAP) and stockholders equity
of Rs. 93.3 billion (Rs.70.8 billion as per US GAAP). The net profit for fiscal 2000 was
Rs. 12.06 billion (Rs. 9.33 billion as per US GAAP)
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HOUSING DEVELOPMENT FINANCE CORPORATION
LIMITED (HDFC)
If ever there was a man with a mission it was Hasmukhbhai Parekh, the Founder and
Chairman-Emeritus, who left this earthy abode on November 18, 1994. Born in a
traditional banking banking family in Surat, Gujrat, Mr. Parekh started his financial
career at Harkisandass Lukhmidass-a leading stock broking firm. The firm closed down
in the late seventies, but, long before that, he went on to become a towering figure on the
Indian financial scene.
In 1956 he began his lifelong financial affair with the economic world, as General
Manager of the newly- formed Industrial Credit and Investment Corporation of India
(ICICI). He rose to become Chairman and continued so till his retirement in 1972. At the
ripe age of 60, Hamukhbhai started his second dynamic life, even more illustrious than
his first. His vision for mortgage finance for housing, gave birth to the Housing
Development Finance Corporation-it was a trend-setter for housing finance in the whole
Asian continent.
He was a true development banker. His building up HDFC without any government
assistance, is itself a brilliant chapter in financial history. His wisdom and warmth drew
people from all walks of life to him, for advice, guidance and inspiration. A soft spoken
man of few words, Mr. Parekh nevertheless held strong and definite views with a quiet
conviction. He was always concerned with building bridges, improving and encouraging
communication between people. He was also a writer in his own right. There are over
200 published articles by him, full of incisive comments on finance and economics. In
1953 he brought out a volume called: The Bombay Money Market. It detailed the
intricate working of the Indian money market. His works in Gujarati-Hirane Patro,
Hirane Vadhu Patro- occupy pride of place in Gujarati literature. In 1992, the
Government of India honored him with the Padma Bhushan Award. But there was much
more to the man than his financial genius. In his own unassuming way, Hasmukhbhai
devoted all his life to raising resources for philanthropic causes. He was one of the
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Founders Members of the Centre for Advancement of Philanthrophy, and its Chairman
till 1993. He took active interest in the Bombay Community Public Trust, designed
specifically to serve the needs of the city’s underprivileged citizens.
When Mr. Deepak Parekh took over as Chairman from Hasmukhbhai, he said: “Taking
over from H.T Parekh is a formidable task; his vision brought about not only an
institution, but an entire concept which has proved itself to be of lasting importance.”
In his last year, developments in the financial sector brought him some measure of
satisfaction. Says ICICI Chairman, N.Vaghul: “The most gratifying aspect about his life
is that values he cherished all his life, came into reality in the last years…. opening up the
financial sector, and deregulation of lending rates were issues he stood for all his life, and
this happened before he passed away.”
Housing Finance Sector
Against the milieu of rapid urbanization and a changing socio-economic scenario, the
demand for housing has grown explosively. The importance of the housing sector in the
economy can be illustrated by a few key statistics. According to the National Building
Organization (NBO), the total demand for housing is estimated at 2 million units per year
and the total housing shortfall is estimated to be 19.4 million units, of which 12.76
million units is from rural areas and 6.64 million units from urban areas. The housing
industry is the second largest employment generator in the country. It is established that
the budgeted 2 million units would lead to the creation of an additional 10 million man-
years of direct employment and another 15 million man-years of indirect employment.
Having identified housing as a priority area in the Ninth Five Year Plan(1997-2002), the
National Housing Policy has envisaged an investment target of Rs. 1,500 needs to make
low cost funds easily available and enforce legal and regulatory reforms.
Background
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HDFC was incorporated in 1977 with the primary objective of meeting a social need- that
of promoting home ownership by providing long-term finance to households for their
housing needs. HDFC was promoted with an initial share capital of Rs. 100 million.
Business Objectives
The primary objective of HDFC is to enhance housing stock in the country through the
provision of housing finance in a systematic and professional manner, and to promote
home ownership. Another objective is to increase the flow of resources to the housing
sector by integrating the housing finance sector with the overall domestic financial
markets.
Organizational Goals
HDFC’s main goals are to

a) Develop close relationship with individual households
b) Maintain its position as the premier housing finance institution in the country
c) Transform ideas into viable and creative solutions
d) Provide consistently high returns to shareholders
e) To grow through diversification by leveraging off the existing client base.
HDFC is a professionally managed organization with a board of directors consisting of

eminent persons who represent various fields including finance, taxation, construction
and urban policy & development.
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INTRODUCTION
The project assigned to me is ‘’Impact of Motivation Technique on the Employees of

banks’’. It is based on the research inducted by me under the guidance of Mr.Pratap Sir.
The Project has been taken with a view to identify and examine the various dimensions
of Motivation of the banks as well as to get practical knowledge in the field of HRM.
Motivation is an integral component of organizational health and an important element in

industrial relations. The level of Motivation seems to have relation with various aspects
of work behavior such as accidents, absenteeism, turnover and productivity.
Employees of banks are satisfied up to the certain level respective job. The points which
laid emphasis on the level of Motivational satisfaction on the employees of banks are -
1. Welfare facilities.
2. Salaries and perks.
3. Infrastructure
Rensis Likert has called motivation as ‘’the core of management’’ Motivation is an

effective instruments in the hands of the management in inspiring the work force. It is the
major takes by 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.
Creation of a will to work is motivation in simple but true sense of the term.
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Motivation is an important function which every manager performs for actuating the
people to work for the accomplishment of objectives of the organization. Issuance of well
conceived instruments and orders does not mean that they will be followed. A manager
has to make appropriate use of motivation to enthuse the employees to follow them.
Effective motivation succeeds not only in having an order accepted but also in gaining a
determination to see that it is executed efficiently and effectively.
In order to motivate workers to work for the organization goals, the manager must
determine the motives or needs of the workers and provide a satisfaction. If the
management successful in doing so, it will also be successful in increasing the
willingness of the worker to work. These will increase Efficiency and Effectiveness of
the organization. It will be better utilization of resources and workers, abilities and
capacities.
Higher Motivation leads to job satisfaction of the workers which can reduce absenteeism,
turnover and labour unrest. This will create better industrial relations in the enterprise.
Since there are opportunities in the organization for the need satisfaction of the workers.
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MOTIVATION
The word Motivation has been derived from motive which means any idea, need or
emotion that prompts a man into action. Whatever may be the behaviour of a 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 desire. There is no universal
theory that can explains the factors influencing motives which control man’s behaviour at
any particular point of time. Generally , different motives operate at differents times
among different people and influence their behaviour. The process of my studies the
motives of individuals which cause different times among different types of behaviour.
Motive operate at different times among different people and influences their behaviour.
The process of motivation studies the motives of individuals which cause different types
of behaviour.
Dubin has defined motivation as complex of forces starting and keeping a person at work
in an organization. To put it generally, motivation starts and maintains an activity along a
prescribed line. It is something that moves the person o action, and continues him in the
course of action already initiated.
It refers to the way a person in enthused at work to intensify his desire and willingness to
use him potentialities for the achievement of organizational objectives.
According to Dalton E. McFarland, ‘’Motivation refers to the way in which urges,

dressers, aspirations, and striving for needs direct, control or explains the behaviour of
human beings, Motivation has close relationship with the behaviour of human being. It
explains how and why the human behaviour is caused. McFarland consider the terms
used in this definition in a general sense ‘’as forms of tension occurring within
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individuals, with resulting behaviour aimed at reducing, eliminating or diverting the
tension.
Understanding the needs and drives and their resulting tensions helps to managerial
decision and actions. Thus motivation is a term which applies to the entire class of urges,
drives, desire, needs and similar forces.
There are two types of Motivation
a). Financial Motivation
b). Non-Financial Motivation
a). Financial Motivation: Motivation incentives are associated with monetary or

financial benefits to the employees. These benefits can expressed in terms of money.
b). Non-Financial Motivation: Incentives which are not measurable in terms of money
are known as non-monetary or non financial incentives.
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 result may be expected result if the employees
are properly motivated.
i). The workforce will be better satisfied if management provides them with opportunities
to fulfill their physiological needs, the workers will contribute their maximum towards
the goals of the enterprise.
ii). Workers will tend to be as efficient as possible by improving upon their skills and
knowledge so that they are able contribute to the progress of the organization. This will
also result in increased productivity.
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iii). The rates of labour turnover and absenteeism among the workers will be low.
iv). There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.
Process of Motivation: Motivation is a six-phase process beginning from the inner

state of need deficiency and ending with need fulfillment. This desire for promotion
represents a need deficiency also called the inner state of disequilibria, tension or urge,
which is the starting point in the motivation model. The employee is expected to search
for strategies to get promotion and make a choice among them. Let us say, there are two
ways of getting a promotion putting in better performance, and pleasing the boss. Let us
also assume that employee puts in regular attendance, completes the allotted work hard.
The fourth stage in the motivation model represents assessment of employee performance
by his or her boss. In the light of the evaluation of performance the employees is either
promoted is denied to him or her. Awarding or denying promotion represents the fifth
phase in the motivation model.
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Fig: - MODEL OF MOTIVATION
NEED SEARCH SEARCH AND

DEFICIENCY AND CHOICE OF
CHOICE OF STRATEGY
STRATEGY
REVALUATION REWARD EVALUTION OF

OF OR
NEEDS PUNISHMENT PERFORMANCE
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Needs of motivation: The increased attention towards motivation is justified by
several reasons:
1. Motivation employees are always looking for better ways to do job this
statement can apply to corporate strategists, and to production workers. When
people actively seek new ways to doing things, they usually find them. It is the
responsibility of manager to make employees look for better ways of doing their
jobs. An understanding of the nature of motivation is helpful in this context.
2. A motivated employees, generally, is more quality oriented. This is true

whether we are talking about a top manager spending extra time on data gathering
and analysis for a report, or a clerk taking extra care when filling important
documents.
3. Highly motivated workers are more productive than apathetic workers. The
high productivity of Japanese workers and the fact that fewer workers are needed
to produce an automobile in Japan than elsewhere is well known. The high
productivity of Japanese workers is attributable to many reasons, but motivation
is the main factor. Productivity of workers becomes a question of the
management ability to motivate its employees. An appreciation of the nature of
motivation is highly useful for managers.
4. Motivation as a concept represents a highly complex phenomenon that affects,

and is affected by a multitude of factors in the organization milieu. A
comprehensive understanding of the way in which an organization functions,
requires that increasing attention be directed towards the question of why people
behave as they do, on their jobs. An understanding of the topic of the topic of
motivation is thus essential in order to comprehend more fully the effected of
variations in other reactions as they relate to performance, satisfaction, and so
forth
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5. Finally while organization have for some time, viewed their financial and
physical resources from a long term perspective only recently have they begun
seriously to apply this same perspective to their human resources. Many
organizations are now beginning to pay increasing attention to developing their
employees as future resources upon which they can draw as they grow and
develop. Evidence for such a concern can be seen in the recent growth of
management and transitional development programmers, in the increased
popularity of assessment centre appraisal, in recent attention to manpower
planning, and in the emergence of HR accounting systems. More concern is being
directed in addition, towards stimulating employees to ensure a continual
reservoir of well trained and highly motivated people.
6. Every organization requires human resources, in addition to financial and

physical resources for it to function. Three behavioral dimensions of HR are
significant to the organization-
(i) People must be attracted not only to join the organization by also to remain in
it
(ii). People must perform the tasks for which they are hired, and must do so in a
in a dependable manner and
(iii) People must go beyond dependable role performance and engage in some
from of creative, spontaneous, and innovative must come to grip with the
motivational problems of stimulating both- the decision to participate and the
decision to reduce at work.
7. As technology increases in complexity, machines tend to become necessary,

yet insufficient, vehicles of effective and efficient operation. Modern technology
can no linger be considered synonymous with the term automation. Consider the
example of the highly technology base space programmed in our country.
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8. The manufacture of components and subsystems, complex project
management, and dedicated work by literally thousands in the ISRO, Industry and
other national laboratories research institutes. With this feat, India has joined the
exclusive club of half a dozen nations that can build and more importantly, launch
its own satellites.
MONEY MOTIVATES
The important of money as motivator has been consistently downgraded by most

behavioral scientist. They prefer to point out the value of challenging jobs, goal,
participation in decisions making, feedback, cohesive work teams, and other no monetary
factors as stimulates to employee motivation. We argue otherwise here that money is the
crucial incentive to work motivation. As a medium of exchange it is the vehicle by which
employees can purchase the numerous need satisfying thing they desire. Further more
money also performs the function of a scorecard, by which employees assess the value
that the organization places on their services and by which employee can compare their
value to other.
Moneys values as a medium of exchange are obvious. People may not work only for
money but take the money away and how many people would come to work? A recent
study of nearly 2,500 employees found that while these people disagreed over what was
their number one motivator, they unanimously ranked money as their number two this
study reaffirms that for the vast majority of the workforce, a regular paycheck is
absolutely necessary in order to meet their basic physiological and safety need.
In addition to equity theory, both reinforce men and expectancy theories attest to the
value money as a motivator. In the former if pay contingent on performance it will
encourage worker to generate high level of efforts. Consistent will expectancy theory
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money will motivate to the extent that it is seen as being able to satisfy an individual
personal goal and is received as being dependent upon performance criteria.
The best case for money as a motivator is review of studies done by Ed Locke at the
University of Maryland. Lock looked at four methods of motivating employees
performance money, goal setting participation in decision making and re designing jobs
to give workers more challenge and responsibility. He found that the average
improvement from money was 30% goal setting increased performance 16%
participation improved performance by less than 1% and job redesign positively
impacted performances by average of 17%. Moreover every study Locke reviewed that
used money as method of motivation resulted in some improvement in employee
performance. Such evidence demonstrates that money may not be the only motivator but
it is difficult to argue that it does not motivate.
MONEY DOESN’T MOTIVE MOST EMPLOYEES TODAY
Money can motivate some people under some condition so the issue isn’t really whether
or not money can motive. The answer to that is. It can the more relevant question is does
money motivate employees in workforce today to higher performance? The answer of
this question, we will argue is “No” For money to motivate an individual performance,
certain must be met. First money must be important to the individual. Second, money
must be perceived by the individual as being significant. Finally management must have
the discretion to reward high performers with more money Let’s take a look at each of
these conditions.
Money is not important to all employee, for instance are intrinsically motivated. Money
should have little impact on these people. Similarly money is relevant to those
individuals with strong lower order needs are substantially satisfied. Money would
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motivate if employees perceived a strong linkage between performance and rewards in
organizations. Unfortunately, pay increase are far more often determined by levels of
skills and experience, community pay standards the national cost of living index and the
organizations current and future financial prospects than by each employees level of
performance.
Motivation is built on three basic elements:
1. Motivation tarts with a need, vision, dream or desire to achieve the seemingly
impossible. Creativity is associated with ideas projects and goals, which can be
considered a path to freedom.
2. Develop a love to learn, become involved with risky ventures and continually seek
new opportunities. Success is based on learning what works and does not work.
3. Developing the ability to overcome barriers and to bounce back from discouragement
or failure. Achievers learn to tolerate the agony of failure. In any worthwhile endeavor,
barriers and failure will be there. Bouncing back requires creative thinking as it is a
learning process. In addition, bouncing back requires starting again at square one.
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TECHNIQUES OF MOTIVATION
Although motivation is one of the prime tasks of instructing, it is both the

student’s and the instructor’s responsibility. The lesson subject, the classroom
atmosphere, the competence of the instructor, and the personality of the
instructor and the student all affect a student’s motivation. The following
techniques will assist you in developing motivational strategies to use when
instructing. Make the subject matter interesting. Plan motivational strategies to
keep the lesson interesting. A dull presentation causes students to become bored,
restless, and uninvolved. A lack of response from the students will affect the
quality of your instruction. As a result, you may lose confidence and enthusiasm,
which, in turn, will have a negative effect on student motivation. To promote
interest, use a variety of materials while instructing. Establish goals. The goals
of instruction come directly from the learning objectives. Ensure that you present
the objectives for each block of instruction so that students will
understand exactly what they are expected to be able to do as a result of
training. Provide informative feedback. Students need feedback when they are
trying to meet goals. You can give either oral or written feedback, but be
sure you give recognition for proper student behavior and achievements. Also
be sure to point out student errors and how to correct them. Recognizing good
performance and pointing out areas that need improvement contribute to
effective learning. Show interest in your students. Give students detailed
feedback when they respond to a question or perform some task related to
instructional objectives. Feedback may make the difference between a
student’s feelings of success or Failure. Always comment favorably on
successful performance. Encourage participation. You should be open to student
contributions and points of view. Students bring many different experiences to
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the learning environment. Use these experiences to stimulate interest and add
variety to learning.
ten tips for questionnaires on employee motivation
1. What is the 'primary aim' of your company?
Your employees may be more motivated if they understand the primary aim of your
business. Ask questions to establish how clear they are about your company's principles,
priorities and mission.
2. What obstacles stop employees performing to best effect?
Questionnaires on employee motivation should include questions about what employees

are tolerating in their work and home lives. The company can eliminate practices that zap
motivation.
3. What really motivates your staff?
It is often assumed that all people are motivated by the same things. Actually we are
motivated by a whole range of factors. Include questions to elicit what really motivates
employees, including learning about their values. Are they motivated by financial
rewards, status, praise and acknowledgment, competition, job security, public
recognition, fear, perfectionism, results...
4. Do employees feel empowered?
Do your employees feel they have job descriptions that give them some autonomy and
allow them to find their own solutions or are they given a list of tasks to perform and
simply told what to do?
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5. Are there any recent changes in the company that might
have affected motivation?
If your company has made redundancies, imposed a recruitment freeze or lost a number
of key people this will have an effect on motivation. Collect information from employees
about their fears, thoughts and concerns relating to these events. Even if they are
unfounded, treat them with respect and honesty.
6. What are the patterns of motivation in your company?
Who is most motivated and why? What lessons can you learn from patches of high and
low motivation in your company?
7. Are employee goals and company goals aligned?
First, the company needs to establish how it wants individuals to spend their time based
on what is most valuable. Secondly this needs to be compared with how individuals
actually spend their time. You may find employees are highly motivated but about the
"wrong" priorities.
8. How do employees feel about the company?
Do they feel safe, loyal, valued and taken care of? Or do they feel taken advantage of,
dispensable and invisible? Ask them what would improve their loyalty and commitment.
9. How involved are employees in company development?
Do they feel listened to and heard? Are they consulted? And, if they are consulted, are
their opinions taken seriously? Are there regular opportunities for them to give feedback?
10. Is the company's internal image consistent with its

external one?
Your company may present itself to the world as the 'caring airline', 'the forward thinking
technology company' or the 'family hotel chain'. Your employees would have been
influenced, and their expectations set, to this image when they joined your company. If
you do not mirror this image within your company in the way you treat employees you
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may notice motivation problems. Find out what the disparity is between the employees
image of the company from the outside and from the inside.
13 Motivation Techniques
12 January 2009 18 Comments
Photo by clspeace
Given the economic climate and some horror stories I’m hearing, I’m refocusing on some
patterns and practices for feeling good. I think motivation is one of the most crucial
skills you need throughout your life. Even if already have motivation techniques that
work for you, this is a set of expert techniques from the book Feeling Good: The New
Mood Therapy Revised and Updated , by Dr. David Burns.
Thought Patterns
Before reviewing the motivation techniques, you should be familiar with the following
thought patterns:
• 10 Distorted Thinking Patterns

• 13 Negative Motivation Patterns
13 Motivation Techniques
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Here’s a summary of the techniques:
• Antiprocrastination Sheet – This technique helps improve your negative

assumptions. To use it, you list the tasks you need to perform. You predict the
difficulty and your satisfaction on a scale of 100. After you perform the tasks,
you write down your actual difficulty and your actual satisfaction. See
Antiprocrastination Sheet.
• Butt-Rebuttal Method – This technique is a way to deal with excuses you make
where you talk yourself out of things. For example, you could work out today
“But.” To use it, you write down the tasks you want to do. You then write down
your “but” excuses. Next, you write a rebuttal for each excuse. This works
because you’re giving yourself a response to your excuses, rather than having to
deal with them on the fly. It’s also a way to remind yourself of why you are
doing what you’re doing. See But-Rebuttal Method.
• Can’t Lose System – This technique is a way to combat your fear of failure. It
works by listing your fears, exposing distorted thinking, and identifying ways to
cope. To use it, first, list your worst case fears. Next, rationalize your list.
Finally, identify coping strategies and fallback plans. By thinking on paper, you
can be more objective about your fears as well as more creative in terms of
finding potential solutions. See Can’t Lose System.
• Count What Counts – This technique is a way to improve your self-confidence
and remind yourself of the positive actions you take each day. To use it, you
simply either use a wristwatch counter and click each time you take a positive
action, or you use a notebook and write it down. As simple as this technique is,
it’s produced profound results time and again. What it does it retrain your brain
to pay attention to the positive actions you take each day, which are easy to miss
if you’re not counting them. This gives you a more balanced view and helps
build confidence in your ability to perform actions. See Count What Counts.
• Daily Activity Schedule – This technique is for breaking out of a lethargy cycle
and to get motivated again for basic activity. To use it, you list the activities you
plan to get done for the day. Identify whether each activity is for mastery or for
pleasure. After your activities, rate them as from 0 – 5, where 0 is low and 5 is
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high. This technique helps you find the joy in things you do, and refocuses you
on simple pleasures and simple mastery. See Daily Activity Schedule.
• Disarming Technique – This technique is for helping you respond to pushy,
critics with advice. Although the critics may have good advice, when it’s pushy,
it’s easy for you to push back and cut off your nose to spite your face. Instead, to
use this technique, you disarm the critic by agreeing with them, but then you own
the decision. If your critic cares about your well being, this ends up being a win
win. See Disarming Technique.
• Little Steps for Little Feet – This technique is about dealing with overwhelming
tasks or an overwhelming backlog. To use it, you breakdown your tasks. Think
of them as little hurdles. You divide a task into manageable units using time
limitations. For example, you might break it up into 20 minutes tasks or 30
minute tasks. By breaking your tasks down and using timeboxes, it helps you
take little steps to get major things done incrementally, rather than get
overwhelmed up front. See Little Steps for Little Feet .
• Motivation Without Coercion – This technique is about eliminating your
“musts”, “shoulds”, and “oughts”. Musts, shoulds, and oughts can drain you.
Instead, reframe your tasks as “wants.” The idea is to create a reward system
instead of using a whip against yourself. See Motivation Without Coercion.
• Pleasure Predicting Sheet – This technique is for helping you find out what
activities you really enjoy and how much you enjoy them. To use it, you write
down your list of activities you will do for pleasure. You predict your satisfaction
on a 100 point scale. After the activity, you record your actual satisfaction. See
Pleasure-Predicting Sheet.
• Self-Endorsement – Many people beat themselves up. This technique is about
helping you endorse yourself. To use this technique, you list your self-downing
statements. Next to each statement, you write your self-endorsing statements.
Don’t dismiss your accomplishments. Focus on your accomplishments. This
teaches you how to lift yourself up over time. See Self-Endorsement.
• Test Your Cant’s – This technique is a about testing your negative assumptions.
It’s easy to fall into a pattern of thinking you can’t do this or you can’t do that.
This technique helps you prove it. to use it, break down your assumptions into
small hurdles. Take action and test against each one, proving yourself right or
wrong. See Test Your Can’ts.
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• TIC-TOC Technique – This technique is for getting past negative thoughts that
block you from taking action. To use it, you first write down the negative
thoughts that get in the way of your tasks. Next rationalize each item
objectively. Be sure to check for potential negative motivation patterns or
distorted thinking patterns. Lastly, write your rebuttal next to each negative
thought. See TIC-TOC Technique.
• Visualize Success – This technique is about visualizing the prize. Rather than
motivate yourself with a stick, the idea is to create a big, fat carrot. To use this,
get a good picture of the end in mind. Next, list the benefits of taking actions
towards this outcome. Lastly, repeat the benefits so that you can easily recall
them. See Visualize Success.
Sometimes people just hate the things they do. But they still complete it eventually
because it eventually became an obligation.
Some people set their goals and get so excited about it, but when the time comes to start
taking action, they keep procrastinating.
You can learn how to avoid this painful problem. Below are a few motivation techniques
to keep yourself motivated to achieve the goals you set.
Keep Your Energy Levels High!
There are times when the things we need or must do may feel like a burden. You must
have a reason to what you are doing. After setting your goals you might experience times
where you do not have the energy to carry out that task.
So how can you deal with the problem? Make your goals exciting enough!
The most common motivation technique of goal setting is setting the SMART (Specific,
Measurable, Attainable, Relevant, Time-bound). You need to add one more element
there, i.e. make it EXCITING!
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If your goals don’t excite you, you won’t have the motivation to push through the hard
times. This technique is simple to implement. You may check out the goal setting section
for more tips on this.
Make it Fun to Stay Positive
You will hear from many motivational speakers repeat again and again that positive-
thinking is extremely important when you want to carry out a task. And the truth is… it is
important! That’s why it’s repeated so many times.
One simple technique you can use is getting your mindset into the right state. By
changing the way you think about carrying out your task. This will help you have all the
energy in the world if you do things you like.
For example, some people set exciting goals like losing tons of weight within a year to
look slim and sexy. To achieve that goal, going to the gym regularly may be the solution.
Maybe some people just love going to the gym. To them, losing weight means going the
gym 3 times a week and they have so much fun in the process.
To some, this may be extremely boring because of the repetition. It doesn’t have to be
this way, you can find alternative methods to lose weight as long as it’s fun, for instance
organizing a friendly game of tennis (if this is what you think is fun) during the weekend.
YOU can make it fun! Just be creative and you will be motivated to carry out tasks.
All you need to do is change your perception of a task. If you perceive the task is as
uninteresting or unexciting, it most likely will be boring. So change your mindset by
changing the way you want to achieve your goal.
The worse case scenario is that sometimes we can’t make everything or anything fun.
In this case, look for the positives instead of focusing on how painful the task is. This is
also a good way to avoid procrastination.
Look at what you can achieve AFTER you complete the task, do you get any monetary
gains, or any sense of satisfaction? Start looking at all the good things you can get if you
complete the task.
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Just do it!
Nike says it best. Perfectionism slows you down. If you have set your goals and created
your plan, just carry it out. Don’t aim to be 100% perfect. Mistakes will be made, you
can learn from them. Some people wait until they feel motivated, but that is the mistake
you should avoid.
“Don't wait for your "ship to come in," and feel angry and cheated when it doesn't. Get
going with something small.” -Irene Kassorla
You don’t have to wait to feel motivated, just start doing the simple things first. You
don’t have to look at the big picture first, look at what you can do right NOW.
What actions can you take immediately to achieve what you want? Just get the simple
things done, you will build momentum and when you start to get going, you’ll start
getting closer to your goals!
Be Aware of Your Environment
The last motivation technique is to create a great environment around you. Yes, YOU
create the environment. If you plan to share your excitement, share it with a group of
people who care about your goals. Don’t go solo on your journey.
Try to surround yourself with people who are totally motivated and care about your
success, you will start to get things done quickly.
Take Time to Relax
Track your progress, reward yourself. For each major goal you set, set a reward for
yourself after you complete it. Split your goals into several stages, for each stage you
complete, take a rest.
And there is nothing wrong giving yourself a small treat after accomplishing each mini-
task. Treat yourself to a good meal or anything you like when completing small tasks, for
the radical goals you set, once completed, reward yourself handsomely.
Incentives will help you achieve your goals in a more relaxed manner.
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These are the simple motivation techniques you can apply immediately. Just get going!
LITERATURE REVIEW
Motivation and Performance are the factors which have great importance in the lives of
mankind. They indeed run parallel to maintain a balance them. It is basically , the need of
every organization, nation and at large world, which was the purpose of the present
investigation to study work motivation in relation to job performance among employees
of supervisory grade.
Understanding to work motivation initially refers to several questions such as why people
work. What are their aims, desires and requirement? All these questions
indicate many reasons. One man works because he needs money to feel his family.
Another who has a it of money because he likes the power, the social power.
Position or self respect gained through work. Thus, people work either for ego or for
social reasons. Several theories substantiate of motivation on work behaviour.
Motivation is an important function which every manager performs for actuating the
people to work for the accomplishment of objectives of the organization. Issuance of well
conceived instruments and orders does not mean that they will be followed. A manager
has to make appropriate use of motivation to enthuse the employees to follow them.
Effective motivation succeeds not only in having an order accepted but also in gaining a
determination to see that is executed efficiently and effectively.
Through this survey I come to know what the employees think about the organization,
what is their perception of different policies followed by the company. The surveys also
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help in identifying the key areas of improvement and consequently help the organization
to excel in the long run.
Motivations start with the desire to be free, to be fee from dependency on others, freedom
to live lifestyle we dream of, freedom to explore our ideas. Total freedom is not possible
or desirable, but the struggle to achieve that ideal is the basis for motivation.
Maslows believes that there exists a hierarchy of need, and a person get motivated to
satisfy them in the order hierarchy.
Maslows showed little interest in animal or laboratory studies of human behaviour. He

chose instead to collect data for his theories by studying outstanding individuals. His
studies led him to believe that people have certain needs which are unchanging and
genetic in origin. These needs are the same in all cultures and are both physiological and
psychological. Maslows described these needs as being hierarchal in nature, meaning that
some needs are more basic or more powerful than others and as these needs are satisfied,
other higher needs emerge.
Process theories include V room’s expectancy approach Adams’s equity theory and
Porter and Lawer performance satisfaction model. For V room, motivation is the product
of three variables, valence (an individual preference for an outcome), expectancy and
instrumentaility. Adams’s equity theory stress that an individual’s depend on perceiving
of inequity perceiving of inequity. Inequity is said to exist when ratio of outcome to input
is lower than of the others. Perceived inequity motivates him to restore equity. The
performance satisfaction model of Porter and Lawer postulates that valence and
expectancy lead to efforts. Effort accompanied by ability, skill, and role clarity will lead
to performance which finally lead to satisfaction.
Dubin has defined motivation as complex of forces starting and keeping a person at work
in an organization. To put it generally, motivation starts and maintains an activity along a
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prescribed line. It is something that moves the person to action, and continues him in the
course of action already initiated.
Alternatively, a number of other theorists have seen organization satisfaction as being

much more affective in nature. That is, the individual’s level of motivation is essentially
viewed as a reaction to a variety of salient likes an dislikes that may be specified along
content dimensions. It is reasonable to assume that perceived motivation is comprised of
multiple dimensions (Locke, 1976; Quinn, 1974; Vroom, 1964). These dimensions
constitute one’s affects responses to various facets of the work environment. For
example, these may include one’s perceptions of her or his exists for the viability of these
as the primary dimensions of motivation(Smith, Kendall, & Hulin 1969).
While the dimensions of motivation appear fairly clear, the causal agents of satisfaction
are far less so. Certainly, variables such as opportunity to participate in decision making
(Daly, McCroskey, & Falchion, 1976a; Falchion, 1974a; Falchion, 1974c; Vroom, 1964),
job enlargement (Argyris, 1964; 1965), job enrichment (Herzberg, 1966), working
conditions (Barnowe et al; 1972), and the individual’s perceptions of his or her success
and the internal-external feedback one receives from his or her performance (Hackman &
Lawler, 1971; Herzberg, 1966; Locke, 1965),all have some effect. In addition, three other
variables may play crucial roles in motivation. These are the individual’s self-esteem, his
perceptions of his immediate superior, and his orientations towards communication.
Monetary incentives are associated with monetary or financial benefits to the employees.
These benefits can be expressed in terms of money.
Incentives which are not measurable in terms of money are known as non-monetary or
non-financial incentives. The aim of the non financial incentives is to provide
psychological and emotional satisfaction. Incentives are grouped into three categories:
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a) Individual incentives which motive the worker at the individual level, e.g. status
promotion, responsibility, making, job pleasant and interesting, recognition of work and
job security.
b) Collective incentive which motive people in group e.g. social importance of work.
Team incentives are related to the organizational environment which motivate employee
to produce better results e.g. interpersonal relations, participation, communication etc.
Thus all incentives are important for bringing social and psychological satisfaction as
reported by Locke and Lathan (1990) in a study on work motivation & satisfaction.
Hence work motivation may be viewed as the force regulates people behaviour to
perform their job.
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RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. In it we study the
various steps that generally adopted by a researcher in studying his research problem
along with the logic behind them. It is necessary for the researcher to know not only the
research methods/techniques but also the methodology. Researcher not only need to
know how to develop certain indices or tests, how to calculate the mean, the mode, the
median or the standard deviation or chi-square, how to apply particular research
techniques, but they also need to know which of these methods or techniques, are
relevant and which are not, and what would they mean and indicate and why.
Thus when we talk of research methodology we not only talk of the research methods but
also consider the logic behind the methods we use in the context of our research study
and explains why we are using a particular method or technique and why we are not
using others so that research results are capable of being evaluated either by the
researcher himself or by others.
This section contains the methodological issues in research. It focuses primarily on

providing help with the tools and techniques in the research. These tools techniques differ
from discipline to discipline. Researchers also have specific blazes. Some will prefer
Qualitative approaches or vice-versa. Generally speaking, an integrated approach is
advisable. A study that contains only qualitative data or solely quantitative data messes
the rich texture of interpretation that an integrated approach makes possible. While this
section may be organized in a way that suggests a defined process, this is not the
intention.
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RESEARCH OBJECTIVE
The objective of my study reveals the following points-
1) To conduct a motivation survey so as to evaluate the feeling of employees

about the organization and study the impact of the certain organizational policies
on the employees.
2) To identify and examine the various dimensions of motivation.
3) To identify the limitations in the implementations of motivation dimensions in

the work setting.
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RESEARCH DESIGN
A research project conducted scientifically has a specific framework of research from the
problems identification to the presentation of the reports. This framework of conducting
research is known as the RESEARCH DESIGN.
A research design is the arrangement of conditions and analysis of data in a manner that
aims to combine relevance to the research purpose with economy in procedure.
Research design provides the glue that holds the research project together. A design is
used to structure the research, to show how all of the major parts of the research project,
the samples or the groups, measures, treatments or programs, and methods of
assignment-work together to try to address the central research questions. There can be
following types of research design:
DESCRIPTIVE RESEARCH STUDIES
Descriptive Research studies are those studies which are concerned with are concerned
with describing the characteristics of a particular individual, or of a group. Studies
concerned with narration of facts and characteristics concerning individual, group or
situation are all examples of descriptive research study most of the social research comes
under this categories.
EXPLORATORY RESEARCH STUDIES
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Exploratory Research studies are also termed as formulate research studies. The main
purpose of such studies is that of such studies is that of such studies is that of formulating
a problem for more precise investigation or of developing the working hypothesis from
an operational point of view. The major emphasis in such studies is on discovery of idea
and insight. As such research designs appropriate for such must be flexible enough to
provide opportunity for considering different aspects of a problem under study. Inbuilt
flexibility in research design is needed because the research problem, broadly defined
initially is transformed into one with more precise meaning in exploratory studies.
Exploratory Research design has been used for this study.
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SAMPLING DESIGN
When field studies are undertaken in practical life, consideration of time and cost almost
invariably lead to selection of respondents i.e., selection of only a few items. The
respondents selected should be as representative of the total population as possible in
order to produce a miniature cross section. The selected respondents constituted the
‘sample’ and the selection process is called sampling technique. The survey so conducted
are called, ‘sample survey’. A sample design is a definite plan for obtaining a sample
from a given population. It refers to the technique or the procedure the researcher would
adopt in selecting items for the sample. For collecting primary data from the sample
customer through the questionnaire/answer protocol process , was used to get substantial
amount of information from the members of the target population so that inductive, logic
and probabilistic inferences, rather than deductive reasoning can be incorporated in study
the career growth and job satisfaction of the employees.
SAMPLE PLAN: There can be following types of sampling design
PROBABILITY SAMPLING
Probability sampling is also known as ‘random sampling’ or ‘chance’ sampling. Under

this sampling design every item of inclusion in the sample. It is, so to say, a lottery
method in which individual units are picked up from the whole group not deliberately but
by some mechanical process.
51
NON-PROBABILITY SAMPLING
Non-Probability sampling is that sampling is that sampling procedure which does not
afford any basis for estimating the probability that each item in the population has of
being include in the sample. On-Probability sampling is also known by different names
such as deliberate sampling, purposive sampling and judgement sampling. In this type of
sampling, items for the sample are selected deliberately by the research.
I have used non-probability convenience sampling for this study.
STEPS IN SAMPLE DESIGN
Sampling units: A decision has to be taken concerning a sampling unit before

selecting sample. Sampling unit may be a geographical one such as state, district, village,
etc or a construction unit such as house flat, etc, or it may be social unit such as family,
club, school etc, or it may be an individual.
My sampling unit is employees of banks.
Size of sample: This refers to the numbers of items to be selected from universe to
constituent the names. This major problem before a researcher the size of sample should
neither be expressively large nor should too small it be optimum.
The sample size for this study was 100.
52
RESEARCH INSTRUMENT OF DATA COLLECTION
The task of collecting the data begins after a research problem has been defined and
research design/plan chalked out. While deciding about the method of data collection to
be used for the study the researcher should keep in mind two types of data viz., primary
and secondary.
Secondary data: The secondary data are those which have been already collected by
someone else and which have already been passed through the statistical tool. Secondary
data are statistics not gathered for the immediate study at hand but for some other
purposes. Secondary data can be classified into:-
1) Internal Secondary Data: Data that are originated within the firm for which the
research is being conducted are internal data. If they were collected for some other
purposes, they are internal secondary data.”
2) External Secondary Data: The second form of secondary data is external

sources, which are generally published and are available in different form and different
sources.
Tools of secondary data collection: Various books, management literature,

magazines. Journals, company files and records and websites have been used as a means
to collect secondary data.
For the purpose of Study I used Magazines, And Various websites.
53
Primary data: The primary data are those, which are collected a fresh and for the first
time and thus happen to be in original in character.
“Primary data may be described as those data that have been observed and recorded by
the researcher for the first time to their knowledge.”
Research Instrument of Primary data collection: There can be various tools

for primary data collection like questionnaire, interview, observation, telephonic
interaction etc.
For the purpose of study Questionnaire is used as an instrument for data collection.
54
DATA ANALYSIS AND FINDING
Q1 .For how long You have been working in your organization?
Findings:
9% employees are working for less than 1 year in the organization.

12% employees are working for 1to3 years in the organization.
20% employees are working for 3to5 years in the organization.
27% employees are working 5to10 years in the organization.
55
32% employees are working more than 10 years in the organization.
Q2. State your satisfaction level with the organization?
Findings:
37% employees are highly satisfied with their organization.

61% employees are satisfied with their organization.
2% employees are not satisfied with their organization.
56
Q3. Is your management Co-operative towards you?
Findings:
90% employees said management is Co-operative towards us.

10% employees said management is not Co-operative towards us.
57
Q4. How they Co-operative with you?
Findings:
46% employees are said management is Liberal towards work.

33% employees are said management is Friendly towards work
21% employees are said management is Strict towards work
58
Q5.What are the factors you consider while choosing a job?
Findings:
40% employees ranked 1 to the bank name

9% employees ranked 3to the bank name
12% employees ranked 4to the bank name
59
Findings:
14% employees ranked 1 to the designation

60
Findings:
39% employees ranked 1 to the salary

61
Findings:
0% employees ranked 1 to the other factor

4% employees ranked 4 to the other facto
62
Q6. Which type of motivational techniques is frequently used by your bank?
Finding:
81% employees are said Monetary type of technique is used in the bank.
19% employees is said Non-Monetary type of technique is used in the bank
63
Q7. Which type of motivational factor you will prefer?
Findings:
30% employees ranked 1 to the incremental in salary

64
Findings:
22%employees ranked 1 to the Recognition

18% employees ranked 2 to the Recognition
65
Findings:
37% employees ranked 1 to the Promotion

66
Findings:
5% employees ranked 1 to the incentives

67
Findings:

4% employees ranked 4 to the other facto
68
Q8. Rank the parameter on which you think that motivation techniques adopted your
bank can affect your performance?
Findings:
49% employees ranked 1 to improving human relation

69
Findings:
16% employees ranked 1grade

31% employees ranked 2 grade
70
Findings:

71
Findings:

72
Q9. Does motivation work in increasing efficiency of employees?
Findings:
77% employees suppose that motivation work in increasing efficiency.

15% employees suppose that motivation not work in increasing efficiency.
8% employees not prefer to say any thing.
73
CONCLUSIONS
Banking Sector has its unique working strategies comprising of 3Ds i.e. discipline,
dedication and devotion. Its main motto is to provide quality service and consumer
satisfaction. To its employees it brings lots of opportunities for. Career growth and
development, pride in the organization, and a sense of belongingness, with the ability to
contribute to the organization well defined service condition and full compliance with
lows. Accountability and responsibility for action including performance incentives
based on fair and transparent easement and compensation in line with best and an
increase sense of security based on increased success of the organization.
Money can motivate some people under some conditions, so the issue isn’t really whether
or not money can motivate. The answer to that is “IT can!” the more relevant question is:
does money motivate most employees in the workforce today to higher performance?
The answer to question, we will argue is “NO”.
For money to motivate an individual’s performance, certain conditions must be met. First
money must be important to the individual. Second, money must be perceived by the
individual as being significant. Finally management must have the discretion to reward
high performers with more money.
The importance of money as motivator has been consistently downgrade by most

behavioral scientist. They prefer to point out the value of challenging jobs, goals, and
participation in decision making, feedback, cohesive work teams, and other no monetary
factors as stimulants to employee motivation. We argue otherwise her that money is the
crucial incentives to work motivation. As a medium of exchange, it is the vehicle by
which employees can purchase the numerous need satisfying things desire. Further more
money also performs the function of a scorecard, by which employees assess the value
that the organization places on their services and by which employees can compare their
value to other.
74
RECOMMENDATION AND SUGGESTION
I want to give some suggestion, which are analyzed by me about comparative strength of
financial and non financial motivation factors among banking sector which are:-
1. To provide best services to the customer by improving your knowledge and skills, to
get a separate recognition in organization.
2. Increasing the salary and time to time promote the employees.
3. Avoid the nationalization of banking sectors.
4. To improve the value in organization.
5. To provide the best environment for work and motives of employees.
6. Time to time provide bonus and incentives according to performance.
7. Job security should be given because growth promotion is more important.
8. To provide best facilities and Technical facilities like computerization to banking

sectors employees.
9. Active participation of female in banking sectors.
10. To provide best service to customer even under stress condition also.
75
LIMITATIONS
There are certain limitations of my project due to some reasons
1. The study does not cover all the employees due to time constraint.
2. The employees were not in a position to reply all the facts and figures.
3. The study has been carried out for only one circle of banking sector.
The other limitations are also:
1. Motivation is not a result of single need.
2. Non-availability of adequate resources.
3. Tendency of people of hold information and not being truthful.
4. Employee’s nature and status of responding to the queries.
5. The sample was taken at random only and the limitation of the method is also
into the limit.
76
BIBLOGRAPHY
BOOKS
1. T.N Chhabra Human resource management
2. K. Aswathapa Human resource development and personal
management
3. C.R Kothari Research Methodology
4. Stephen P. Robbins Organization Behaviour
WEBSITES
1. www.allahbadbank.com
2. www.unionbank.com
3. www.icicibank.co.in
4. www.hdfc.com
5. www.denabank.com
6. www.timesworld.com
7. www.sukhdukh.com
77
ANNEXURE
QUESTIONNAIRE
This method of data collection is quite popular particularly in the case of big enquiry. It is
being adopted by private individual, research worker, private & public organization and
even by the government. In this method a questionnaire is sent to the person concerned
with a request to answer the question and return the questionnaire. A questionnaire
consists of a number of question printed or type in a definite order on a form of or set of
forms.
Q1 .For how long You have been working in your organization?
(1). >1 year (2). 1-3 years (3). 3-5 years (4). 5-10 years (5). <10 years
Q2. State your satisfaction level with the organization?
Highly Satisfied Satisfied Unsatisfied
Q3. Is your management Co-operative towards you?
78
Yes No
Q4. How they Co-operative with you?
(1). Liberal Towards Work
(2). Friendly Towards Work
(3). Strict Towards Work
Q5.What are the factors you consider while choosing a job?
(1). Bank’s Name (2). Desigation
(3). Salary (4). Others
Q6. Which type of motivational techniques is frequently used by your bank?
Monetary Non Monetary
Q7. Which type of motivational factor you will prefer?
(1). Incremental in Salary (2). Recognition
(3). Promotion (4). Incentive
(5). Others
Q8. Rank the parameter on which you think that motivation techniques adopted your
bank can affect your performance?
(1). Improving Human Relation

79
(2). Reduced Absenteeism of Employees
(3). Can Lead to High Performance
(4). Increase Profitability
Q9. Does Motivation Helps in improving efficiency of employees ?
Yes Little Bit No
80

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A RESEARCH REPORT ON

For the award of the Degree of

Master of Business Administration

(UP Technical University, Lucknow)

I hereby declare that the project report entitled ‘’IMPACT OF MOTIVATION

TECHNIQUE ON THE EMPLOYEES OF BANKS” product my sincere effort. This

Research Report is being submitted by me alone, at GIMT , Institute of

for any other purpose whatsoever.

Management Studies); I convey my regards to my Project Guide Mr.Pratap Chauhan for

his untiring support and encouragement.

invaluable suggestions and moral support to complete my report in expected format. A

special thanks to my parents who encourage me a lot during my project session.

out this project work successfully.

The History of Impact Motivation on employees is quite brief. Motivation in simple

clear about the ways of motivating such diverse workforce.

to be motivated for better performance. Motivation in simple terms may be understood as

Motivation is essential for any company because employee is Asset of company.

Motivation is important for the growth of employees as well as growth of the

List of Topic Page No.

(ii). Techniques of Motivation 33

6. Data Analysis & Findings 54

8. Recommendation & Suggestions 74

BRIEF PROFILE OF UNITS STUDIED

Central bank of India

Union bank of India

Central Board of State Bank of India

Sr. No. Name of Director Sec. of SBI Act, 1955

1920’s The Head Office of the bank shifted to Kolkata on business

Twentieth – First Centuries

Oct , 2006 Rolled out first Branches under CBS.

March 2007 Bank’s business crossed Rs.1,00,000 crores mark.

Our Future Plans-Vision 2007

• Systematic approach for reducing Net NPA level to below 1%

• 45 Branches are proposed to be opened at new business centers in North, South

• 23 Currency Chests to be opened.

• 21.42% Growth in Savings Bank Deposits.

• Consolidation of Regional Rural Banks sponsored by Bank of Maharashtra.

• Extensive use of Wide Area Network-MAHANET inter-connectivity of branches

• Moving towards Core Banking Solution (CBS) by implementing in 100 branches

After consideration of various corporate structuring alternatives in the context of the

Housing Finance Sector

HDFC’s main goals are to

c) Transform ideas into viable and creative solutions

d) Provide consistently high returns to shareholders

e) To grow through diversification by leveraging off the existing client base.

HDFC is a professionally managed organization with a board of directors consisting of

The project assigned to me is ‘’Impact of Motivation Technique on the Employees of

Motivation is an integral component of organizational health and an important element in

2. Salaries and perks.

Rensis Likert has called motivation as ‘’the core of management’’ Motivation is an

According to Dalton E. McFarland, ‘’Motivation refers to the way in which urges,

There are two types of Motivation

a). Financial Motivation

b). Non-Financial Motivation

a). Financial Motivation: Motivation incentives are associated with monetary or

Significance of motivation: Motivation involves getting the members of the group

Process of Motivation: Motivation is a six-phase process beginning from the inner

NEED SEARCH SEARCH AND

REVALUATION REWARD EVALUTION OF