EXECUTIVE SUMMARY

As the Indian economic climate has been dynamically changing since 1991, the Human
Resources Personnel of the corporate world are grappling with a wide range of
challenges along with an increasing pressure to show results in terms of profits and
measurable benefits. To sustain their competitie adantage in an era where technology
is transferable, organi!ations must depend on their human resources for sustained
competitie adantage. The companies must therefore, attract, retain and deelop their
talent pool, as talented, motiated and committed employees perform better, stay longer
and ma"e the company grow.
This study has been carried out with the aim of achieing the following ob#ecties$
o To analy!e the employee motiation and employee retention practices followed
by I%&' and inestigate the problems related to this issue
o To analy!e the solutions adopted by Indian %il &orporation 'imited to motiate
their employees and retain them for longer period
The research was carried out using Primary (ata collected through )uestionnaire and
*econdary (ata was collected using sources such as Internet, +ewspapers, ,ournals,
-usiness .aga!ines and Reports and Publications
As a result of this comprehensie study it was concluded that .otiation leels of the
employees in I%&' has an effect on the output of the business and concerns both
/uantity and /uality. -usiness relies heaily on the efficiency of I%&' staff to ma"e sure
that targets are met in a stipulated time frame. If these employees lac" the motiation to
produce completed products and serice to meet the demand, then the organi!ations may
face problems leading to undesirable conse/uences.
1
TABLE OF CONTENTS
CHPATER-1 INTRODUCTION
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CHAPTER-2 LITERATURE REVIEW
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CHAPTER-3 OB1ECTIVES OF THE STUDY
CHAPTER-4 RESEARCH METHODOLOGY
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CHAPTER-5 DATA ANALYSIS
CHAPTER-6 CONCLUSION & IMPLICATIONS
CHAPTER-7 RECOMMENDATIONS
BIBLIOGRAPHY
APPENDIX
QUESTIONNAIRE
@
Chapter-1
INTRODUCTION
MOTIVATION BACKGROUND
~People don't change their behavior unless it makes a difference for them to do so."
FRAN TARKENTON
In essence, motiation is the internal impulse to ta"e action. It is the feeling triggered
within that compels you to do something. .otiation is the root of eery action a person
ta"es, from simple day9to9day actiities to lifelong goals and ambitions. 8ithout
motiation, the progress of the world would come to a grinding stop. +othing could
improe if eery indiidual capable of wor"ing toward change lac"ed the motiation to
moe forward with their plans. .otiation is the internal drie to continuously improe.
The most difficult #ob that faces a superisor is learning how to effectiely motiate and
"eep hisAher employees motiated. The aerage person when as"ed how to motiate
B
someone will tell you what motiates him or her. 3nfortunately, eeryone is different
and what motiates one employee may only ma"e another employee angry. They must
offer them something aluable as an incentie to wor" harder and better towards a goal.
In todayCs fast paced world, wor" pressure is increasing and wor"9life balance is
becoming increasingly difficult to achiee. In this scenario, indiiduals either burn out
/uic"ly or "eep switching #obs to manage stress, motiation and pressure along with
their finances. &ompanies today cannot afford the high attrition rates because as
competition increases, they need to cut costs as well as innoate. This re/uires them to
stem attrition costs and retain and grow talent for sustained competitie adantage.
Therefore they need to understand employee motiation and its lin"age to productiity,
performance, innoation and attrition. They also must understand all the factors that
affect and motiate their employees in arying measures.
D
HR CURRENT ISSUES
As the Indian economic climate has been dynamically changing since 1991, the Human
Resources Personnel of the corporate world are grappling with a wide range of
challenges along with an increasing pressure to show results in terms of profits and
E
2lobali!ation
Increased %pportunities 8ar for talent
Attrition
8or" Intensification
4mphasis on Talent
Retention, .otiation,
Performance and
(eelopment
2lobali!ation
Increased %pportunities 8ar for talent
Attrition
8or" Intensification
4mphasis on Talent
Retention, .otiation,
Performance and
(eelopment
measurable benefits. (ue to globali!ation and a Fflattening of the world7, issues li"e
.ergers and Ac/uisitions, &ultural and *tructural changes, 8or"force (iersity, 8or"9
life -alance are increasingly gaining importance. To sustain their competitie adantage
in an era where technology is transferable, organi!ations must depend on their human
resources for sustained competitie adantage because it is the employees, collectiely
and indiidually, who shape and grow the company through their ision, ideas and
efforts. The companies must therefore, attract, retain and deelop their talent pool, as
talented, motiated and committed employees perform better, stay longer and ma"e the
company grow.
8ith globali!ation and adances in IT and telecom, mar"ets hae come more
competitie and companies are eGpanding across the globe H global mar"ets with a
physical as well as electronic distribution networ". This means there are more #obs and
only a handful of /ualified people for those #obs. Therefore, the increasing war for talent.
This talent crunch leads also to a high attrition rate due to competitors poaching talent.
This means that eGisting talent needs to be deeloped and nurtured while new talent
ac/uired andAor trained, thus more costs. It also calls for leadership identification and
deelopment programmes and a planned periodical succession planning actiity.
To ma"e matters worse, the eGisting employees become increasingly difficult to manage
in case of mergers, ac/uisitions, organi!ational restructuring and technological changes
due to an unwillingness to come out of the comfort !one to embrace and adapt to change.
The eGisting employees in such scenarios either #oin unions to oppose change, loo" for
eGit options, become de9motiated and under perform or grudgingly accept change. *o,
the costs of change rise as productiity and efficiency lounge on the bac" seat.
I
Increasing competition and talent crunch also lead to wor" intensification, which leads to
issues li"e stress, burn out and the need for wor"9life balance. This again spirals down to
more attrition due to de9motiation to perform and motiation to search for new #obs that
either pay more or are less stressful and fulfill their needs and ultimately result in #ob
satisfaction as well as wor"9life balance.
8or" intensification is not the only contributor to stress and burnout. &ontributions are
also made by outsourcing which leads to a change in lifestyle, /uic" #ob switches, as
well as absenteeism, which all adds to stress. 2reater competition amongst the
wor"force to get better #obs and climb up the social9economic ladder, add to the
wor"place stress and burnout. This is due to the increase in wor"force diersity as more
women continue to #oin the wor"force and as recruiters desperately scout Thomas
5riedman7s shrun"en9flattened world for talent. This leads to people from different
cultures, genders and generations wor"ing together simultaneously. *o now the Human
Resources Personnel need to ensure that all these different indiiduals, wor"
collaboratiely in teams to increase profits, and then ealuate them on a common
platform. Thus comes in the need for fostering a cohesie organi!ational culture based
on a sense of belonging cultiated through shared alues, ision, beliefs and attitudes to
encourage actiities and behaiors aimed towards accountability =ownership of wor">,
creatiity, innoation, learning, openness, transparency, originality and ideation.
A dierse wor"force in terms of gender, age and cultural bac"ground, also means a
different set of needs, eGpectations and aspirations along with different styles of
wor"ing. Thus integrating them and collectiely motiating them is essential for
effectie and efficient performance.
J
All these HR issues boil down to the words H sustained profitability, which depends on
three re/uirements a> improe performance and ma"e if more efficient and effectie b>
retain high performing indiiduals, and c> grow them to become isionary leaders and
change agents to ma"e the company grow eGponentially.
+ow all these are lin"ed ineGtricably to motiation. Performance9on9the9#ob, is a
function of the ability to perform and the willingness or motiation to perform. Inability
to perform may be oercome by training. Howeer, for training too, the indiidual needs
to be motiated enough to learn. A motiated high performing indiidual would be less
inclined to /uit if heAshe has sense of belonging with the organi!ation and is aware of the
career growth opportunities within the company.
The profile of organi!ation is undergoing a continuous transformation as a result of
'iberali!ation and 2lobali!ation. 2lobali!ation refers to the generali!ed eGpansion of
international economic actiity which includes increased international trade, growth of
international inestment =foreign inestment> and international migration, and increased
creation of technology among countries, has led to opening of numerous #ob
opportunities in India.
The entrance of multi9national firms in the country has led to a stiff competition
between the indigenous industries and the foreign players. The multinational firms are
e/uipped with good /uantity and /uality of resources and thus, proide stiff competition
in the business world. The difference in the domestic companies and the .ulti9national
9
firms is mainly due to the /uality of people wor"ing towards higher goals, higher /uality
consciousness and a penchant for eGcellence.
+umerous organi!ations function in a community to proide good and serices to
the people. 5or proper functioning and growth, these organi!ations utili!e numerous
resources of which the Human &apital Resource is an indispensable part. The
organi!ations employ numerous employees who contribute towards the orientation,
effectieness and efficiency of the organi!ation.
The employees are the greatest asset and no matter how efficient the
organi!ations technology and e/uipment may be, it is no match for the effectieness and
efficiency of the staff. All the tas"s ranging from the production of goods and serices to
the maintenance of the infrastructure and are carried out by the people who are employed
by the organi!ation.
In such a situation, eery organi!ation is heading towards a better and an
efficient utili!ation of its resources, both human and non9human. The employees of an
organi!ation constitute a ery important resource and to sustain in the eer9changing and
competitie business world, the performance of the people hired becomes a ery
important consideration for the organi!ation. To be able to perform better, one needs
motiation.
1K
.otiation is a force, which helps a person to moe towards action through
persuasion and coniction. .otiation is a predisposition of an indiidual to act towards
meeting a particular goal which reflects ones unfulfilled needs
The leel of motiation of the person in doing the tas" is an important
consideration for optimum utili!ation. If the person is motiated to do the #ob, the
performance of the person will be better than when he A she is not motiated to do the
tas".
.otiation leels of the employees has an effect on the output of the business
and concerns both /uantity and /uality. -usiness relies heaily on the efficiency of your
production staff to ma"e sure that products are manufactured in numbers that meet
demand within the stipulated target. If these employees lac" the motiation to produce
completed products and serice to meet the demand, then the organi!ations may face
problems leading to undesirable conse/uences.
(aid .c&lelland is most noted for describing three types of motiational need, which
he identified in his 19JJ boo", Human .otiation$
Achieement motiation =n9ach>
AuthorityApower motiation =n9pow>
Affiliation motiation =n9affil>
.c&lelland argues that n9ach people with strong Cachieement motiationC ma"e
the best leaders, although there can be a tendency to demand too much of their staff in
11
the belief that they are all similarly and highly achieement9focused and results drien,
which of course most people are not.
Achieement motiation can be defined as the need for success or the attainment
of eGcellence. Indiiduals will satisfy their needs through different means, and are drien
to succeed for arying reasons both internal and eGternal.
The n9ach person is Cachieement motiatedC and therefore see"s achieement,
attainment of realistic but challenging goals, and adancement in the #ob.
Howeer, under similar enironment, contribution of the employees differs to a
large eGtent and this difference can be attributed to different leels of achieement
motiation
TYPES OF MOTIVATION
(1) Achievement Motivation
It is the drie to pursue and attain goals. An indiidual with achieement motiation
wishes to achiee ob#ecties and adance up on the ladder of success. Here,
accomplishment is important for its own sha"e and not for the rewards that
accompany it. It is similar to F1ai!en7 approach of ,apanese .anagement.
(2) Affiliation Motivation
1?
It is a drie to relate to people on a social basis. Persons with affiliation motiation
perform wor" better when they are complimented for their faorable attitudes and
co9operation.
(3) Competence Motivation
It is the drie to be good at something, allowing the indiidual to perform high /uality
wor". &ompetence motiated people see" #ob mastery, ta"e pride in deeloping
and using their problem9soling s"ills and strie to be creatie when confronted
with obstacles. They learn from their eGperience.
(4) Power Motivation
It is the drie to influence people and change situations. Power motiated people wish to
create an impact on their organi!ation and are willing to ta"e ris"s to do so.
(5) Attitude Motivation
Attitude motiation is how people thin" and feel. It is their self confidence, their belief
in themseles, their attitude to life. It is how they feel about the future and how
they react to the past.
(6) Incentive Motivation
It is where a person or a team reaps a reward from an actiity. It is L:ou do this and you
get thatM, attitude. It is the types of awards and pri!es that drie people to wor" a
little harder.
1@
(7) Fear Motivation
5ear motiation coercions a person to act against will. It is instantaneous and gets the #ob
done /uic"ly. It is helpful in the short run.
.
1B
RETENTION
An effectie 4mployee Retention Program is a systematic effort to create and foster an
enironment that encourages employees to remain employed by haing policies
and practices in place that address their dierse needs

Importance Of Employee Retention
Loss of Company Knowledge$ 8hen an employee leaes, he ta"es with him aluable
"nowledge about the company, customers, current pro#ects and past history
=sometimes to competitors>. %ften much time and money has been spent on the
employee in eGpectation of a future return. 8hen the employee leaes, the
inestment is not reali!ed.
1D
Interruption of Customer Service$ &ustomers and clients do business with a company
in part because of the people. Relationships are deeloped that encourage
continued sponsorship of the business. 8hen an employee leaes, the relationships
that employee built for the company are seered, which could lead to potential
customer loss.
Turnover leads to more turnovers: 8hen an employee terminates, the effect is felt
throughout the organi!ation. &o9wor"ers are often re/uired to pic" up the slac".
The unspo"en negatiity often intensifies for the remaining staff.
Goodwill of the company: The goodwill of a company is maintained when the attrition
rates are low. Higher retention rates motiate potential employees to #oin the
organi!ation.
Regaining efficiency$ If an employee resigns, then good amount of time is lost in hiring
a new employee and then training himAher and this goes to the loss of the company
directly which many a times goes unnoticed. And een after this you cannot assure
us of the same efficiency from the new employee
1E
Retention strategies
1I
Chapter-2
LITERATURE REVIEW
1J
All literature was studied to capture, understand and document the entire body of wor"
by management theorists and human resource eGperts around motiation. These theories
were used to identify possible factors influencing employee motiation for primary
research
Theories of Motivation
A 8ide Array of +eeds 4mployees .ay Hae H A 'oo" at the 0arious .otiation Theories$
Hertzberg`s Two-Factor Theory
The absence of Fdissatisfiers7 is not enough to motiate employees. There should be a
presence of Fsatisfiers7 to motiate them. (issatisfiers denote things that dissatisfy the
employee at the wor" place and could be anything ranging from a stressful wor" culture
to unhygienic conditions at wor" to incorrect eGpectation setting at the time of
recruitment. *atisfiers may include a fleGible wor" enironment, a flat organi!ational
structure or a good performance appraisal and recognition mechanism.
19
&onse/uences for
employers
And employees
Improed indiidual
and
team performance
*atisfied &ustomers
High .orale
Reduced turnoer
4mployee
.otiation
4mployee
*atisfaction
,ob
(esign
%rgani!ation
&onteGt
Indiidual
(ifferences
.anager
-ehaiour
8e need to identify the dissatisfiers and eliminate them. 8e need to identify the
satisfiers and enhance them. 5eedbac" should be sought about possible satisfiers from
department heads.
McClelland`s Need Theory:
4mployees hae three needs that when fulfilled, become driers for the employees to
perform well within the organi!ation, "eep them motiated and loyal to the organi!ation$
=a> Affiliation need, that is, the need to share a sense of belonging, =b> the need for
positie achieement, through successful wor" accomplishment 9 the sense of
worthwhile achieement at the organi!ation, and =c> the need for power 9 employees
?K
need to be empowered enough to ta"e certain decisions on their own without always
see"ing consent of their superiors.
?1
Maslow`s Need Hierarchy:
.aslow eGplains that, all humans hae a hierarchy of needs, and, as the lower leel
needs are met, the indiidual is motiated to achiee each successie leel of need$
1. The lowest leel needs are biological and physiological needs. These are re/uired
for the basic sustenance of life H basic minimum wages.
?. 5ollowing, is by the need for safety 9 people would not li"e to wor" in
enironments that are unsafe, or if the trael to their respectie wor" place
endangers them in any way.
@. +eGt is the need for belongingness. People need to belong to an organi!ation or
to a culture H that is how the fabric of human society is built.
B. %nce these are achieed, indiiduals see" esteem H people desire that those,
whom they admire, should admire them in return, and wor" towards achieing
that aim. People hae a need to lay claim to dignity and respect in the society
they belong.
??
D. %nce all these four needs are met, employees finally turn to the need for self9
actuali!ation. This means that people need challenges to help them grow and
achiee at their wor"place H this will enable them to reali!e their own potential.
Alderfer`s ERG Theory:
4mployees hae the need to 4Gist, the need to feel Related to the organi!ation and the
need for personal and career 2rowth. These, when collectiely satisfied, "eep them
motiated.
Alderfer has tried to rebuild the hierarchy of needs of .aslow into another model named
4R2 i.e. 4Gistence H Relatedness H 2rowth. According to him there are @ groups
of core needs as mentioned aboe. The eGistence group is concerned mainly with
proiding basic material eGistence. The second group is the indiiduals need to
maintain interpersonal relationship with other members in the group. The final
group is the intrinsic desire to grow and deelop personally. The ma#or
conclusions of this theory are $
In an indiidual, more than one need may be operatie at the same time.
If a higher need goes unsatisfied than the desire to satisfy a lower need
intensifies.
It also contains the frustration9regression dimension.
?@
Management By Objectives:
This means that the human resources of an organi!ation be managed and motiated ia
setting purposeful ob#ecties. These goalsAob#ecties must be specific to the employees
and aligned with organi!ational goals. They$
o .ust be set in concurrence with the employees
o *hould hae a pre9specified time period
4aluation on the goal progress must be done regularly and according to predefined
measure
Victor Vroom`s Expectancy Model:
This encompasses three steps$
1. 4Gpectancy H this refers to the probability assigned by the employee that an
effort on his part will lead to a certain leel of tas" performance.
?. Instrumentality H refers to the probability assigned by the employee that a certain
leel of tas" performance from him, will lead to arious wor" outcomes li"e
/uarterly bonuses.
@. 0alence H refers to the alue attached by the employee to arious wor"
outcomes, meaning the alue attached to the /uarterly bonus by the employee.
?B
Reinforcement Theory:
Positie employee behaior should be met with positie reinforcements li"e rewards or
recognition. +egatie employee behaior, which the firm wishes to discourage, should
be met with negatie reinforcement or punishment, li"e withdrawal of eGpected bonus
etc.
?D
3. Rewards-personal goals
relationship
1. Effort-performance relationship
2. Performance-rewards
relationship
Individual Individual
Effort Effort
Individual Individual
Performance Performance
Personal Personal
Goals Goals
Organiational Organiational
Rewards Rewards
1 2
3
Adam`s Equity Theory:
?E
4mployee Aoids a
+egatie &onse/uence
=+egatie
Reinforcement>
4mployee Aoids a
+egatie &onse/uence
=+egatie
Reinforcement>
o
r
o
r
o
r
4mployee 4Gperiences a
Reward
=Positie Reinforcement>
4mployee 4Gperiences a
Reward
=Positie Reinforcement>
4mployee 4Gperiences
+o &onse/uences
=4Gtinction>
4mployee 4Gperiences
+o &onse/uences
=4Gtinction>
4mployee 4Gperiences a
+egatie &onse/uence
=Punishment>
4mployee 4Gperiences a
+egatie &onse/uence
=Punishment>
A *ituation
4Gperienced
-y 4mployee
A *ituation
4Gperienced
-y 4mployee
4mployee
Reacts
-y 4Ghibiting
-ehaior ;
4mployee
Reacts
-y 4Ghibiting
-ehaior ;
*timulus *timulus
Response of
4mployee
=-ehaiour ;>
Response of
4mployee
=-ehaiour ;>
&onse/uences for
4mployee
&onse/uences for
4mployee
'i"elihood of
-ehaiour
; in a *imilar 5uture
*ituation
'i"elihood of
-ehaiour
; in a *imilar 5uture
*ituation
Ratio
!omparison
"
Emplo#ee$s
Perception
Outcomes
%
Inputs %
Outcomes
%
Inputs %
Outcomes
%
Inputs %
Outcomes
&
Inputs &
Outcomes
&
Inputs &
Outcomes
&
Inputs &
'
(
)
Ine*uit# +,nder-Rewarded-
E*uit#
Ine*uit# +Over-Rewarded-
*
Where A is the employee, and B is a relevant other or referent.
%dam$s E*uit# .heor# %dam$s E*uit# .heor#
As per the e/uity theory of ,. *tacey Adams, people are motiated by their
beliefs about the reward structure as being fair or unfair, relatie to the inputs.
People hae a tendency to use sub#ectie #udgment to balance the outcomes
and inputs in the relationship for comparisons between different indiiduals.
If people feel that they are not e/ually rewarded they either reduce the /uantity
or /uality of wor" or migrate to some other organi!ation. Howeer, if people
perceie that they are rewarded higher, they may be motiated to wor" harder
McGregor`s Theory X and Theory Y
Two distinct iews of people$
o +egatie =Theory ;> =lower needs>
o Positie =Theory :> =higher needs>
?I
Theory X Workers:
Dislike work
Must be threatened with punishment
Avoid responsibilities
Seek formal direction
Reuire security
!ittle ambition
Theory " Workers:
#iew work as natural
Self$directed
%&ercise self$control
Accept responsibility
Seek responsibility
Make innovative decisions
?J
Intrinsic Motivation Theory
4mployees need the following elements to be present in their wor" enironment for
them to feel motiated$ =a> choice H employees should hae some say in the "ind of
wor" they do, =b> competence H employees should be able and competent and wor"ing in
an enironment where people are efficient and competent, =c> meaningfulness H
employees should be made to understand that what they are doing is useful for the
organi!ation and =d> purpose H employees must hae a purpose and that purpose must be
aligned with that of the organi!ation. %nce they see their purposeAgoal getting fulfilled
through their wor", they will automatically be motiated to continue wor"ing and reach
newer leels of achieement through challenging roles and greater responsibilities.

Hygiene
factors
(Herzberg)
Power & Achievement (McLelland)
Affiliation (McLelland)
Growth
(Alderfer)
Relatedness
(Alderfer)
Existence
(Alderfer)
I
n
t
r
i
n
s
i
c
4
G
t
r
i
n
s
i
c
Hierarchy of Needs
(Maslow)
Motivation Factors
(Herzberg)
Hygiene
factors
(Herzberg)
Power & Achievement (McLelland)
Affiliation (McLelland)
Growth
(Alderfer)
Relatedness
(Alderfer)
Existence
(Alderfer)
I
n
t
r
i
n
s
i
c
4
G
t
r
i
n
s
i
c
Hierarchy of Needs
(Maslow)
Motivation Factors
(Herzberg)
?9
.otiation is internal to man and is not isible in many cases but inisibles and
intangibles are of no less importance than the tangibles. In the economic era of
globali!ation, e9coms and dot9coms, a motiated wor"place is fre/uently cited as a
hallmar" of competitie adantage.
*uccessful companies today compete principally on the basis of /uality, capacity and
commitment of their human capital.
The concept of motivation:
.otiation originally comes from the 'atin word moere, which means Fto moe7.
.otiation ma"es us moe to act towards the accomplishment of goals. According to
*tephen .P. Robbins, L.otiation is the willingness to eGert high leels of effort towards
organi!ational goals, conditioned by the effort ability to satisfy some indiidual need.

2ray and *tar"e =19D?>, defined motiation as Lthe result of processes, internal
or eGternal to the indiidual, that arouse enthusiasm and persistence to pursue a certain
course of action.M
According to 5red 'uthans, L.otiation is a process that starts with a
physiological or psychological deficiency or need that actiates behaior or a drie that
is aimed at a goal or an incentie.
@K
.arch and *imon =19D9>, defined motiation as the process which ta"es place in
the memory of the indiidual in the following way$
'ower the indiidual satisfaction, greater the search for better ways of doing the
#ob.
.ore the search for alternaties, greater the eGpected rewards.
2reater the eGpected rewards, higher the leel of aspiration.
Higher the leel of aspiration, lower the satisfaction
Thus, according to them, the process of motiation neer stops. It "eeps on
wor"ing within an indiidual in a circular way.
.otiation can be defined as the forces within an indiidual that account for the
leel, direction and persistence of effort eGpended at wor". It inspires a person into
action and continues him in the course of action enthusiastically. Thus, motiation can
be said to be the fuel or power that "eeps the ehicle moing.

.otiation creates the will to wor", which is necessary for the achieement of
organi!ational goals. .otiated wor"force is essential for efficient wor"ing and
optimum productiity. .otiated wor"force improes its s"ills and "nowledge so as to
become more efficient and contribute more to the organi!ation by way of increased
productiity.

@1
2agne and 5leishman =19D9>, suggest that motiation brings an indiiduals
abilities and s"ills to the leel of performance and propose the multiplicatie
relationship.
5itts and Posner =19EI>, state that performance is always determined by the leel
of motiation as well as by eGtent of learning.

Thompson =19D9>, states that it is a familiar fact that performance of a person
does not always eGhibit his ability. Ability and sound training are not sufficient by
themseles to generate success. The agent must be motiated also.

At"inson and Reitman =19DE>, found that performance is positiely related to
strength of a particular motie only when eGpectancy of satisfying other moties through
the same action hae not been sufficiently aroused to confound to simple relationship.
A study on F4Gecutie motiation in fie hotels in (elhi7 conducted by *inghal
=?KKB>, included @J@ eGecuties wor"ing in different fie star hotels of (elhi. The
findings of the study were$
L.otiation and performance are dependent on each other. &oefficient of
correlation between motiation and performance is significant and positie which
implies a direct relationship between the two. &oefficient of determination shows that
EKN of the total ariation in performance is eGplained by the motiation. This implies
that for better performance of a hotel, all its eGecuties should be well motiated.M
@?
%ut of the types of motiation, achieement motiation has receied a
comparatiely greater attention of researchers during the last three decades.
Achieement motiation is a hypothetical construct designed to eGplain inter and
intra indiidual difference in the orientation, intensity and consistency of achieement
behaior in terms of conteGt. Achieement motiation may be characteri!ed as the
tendency to maintain and increase indiidual proficiency in all areas in which a standard
of /uality is ta"en as a binding =Hec"hausen,19E@>.

.c&lelland et al =19D@>, defined the term achieement motiation as Lsuccess in
competition with some standard of eGcellenceM A person with a strong need for
achieement wants to eGcel at some challenging tas". This he does not do for profit or
status but merely for the sa"e of doing well and getting achieement satisfaction out of
it.
.c&lelland =19E1>, in its boo" FThe Achieing *ociety7 holds achieement
motiation responsible to a great eGtent for the success of indiiduals in their profession.
-ut let this be pointed out that achieement motie does not produce a preference for
moderate ris"s, concrete feedbac" or any other trait which is generally found associated
with it. Rather they all, as *aul .8. 2ellerman =19E@> points out, seems to be a part and
parcel of a whole pac"age of conse/uences that arise from certain conditions in
childhood and socio9economic bac"ground when one refers to achieement motiation
@@
or achieement needs, it means one is using a sort of psychologists7 shorthand to denote
a way of life or a basic attitude towards life and not an elementary psychological particle
comparableO to an atom bomb or a molecule.
4ery one has an achieement motie to some eGtent but some people are
consistently more oriented towards achieement than others. Perhaps the most important
aspect of a really strong achieement motie is that it ma"es the possessor ery
susceptible to appeals that he tries harder.
8hen challenged achieement motiated, person will outstrip all others in his
efforts to improe. He tries harder and demands more of himself especially when chips
are down. &onse/uently, he accomplishes more. Perhaps the most interesting aspect of
achieement motiation is that it seems to ma"e accomplishment an end in itself. He
ta"es special #oy in winning, in competing successfully with a difficult standard. This
means more to him than money or a public pat on the bac". He simply finds enough
delight in doing difficult things that he does not need to be bribed to do them.
He does not li"e money. The lure of profit is that of an ob#ectie measure of
success in accomplishing a difficult tas" and not one, of ma"ing the most money for the
least ris" and effort.
.c&lelland7s =19D@>, LAccomplishment accompanied by profitM is a far stronger
incentie to them than a safe on easy profit by itself. .c&lelland states that higher the
@B
leel of achieement motiation, the more li"ely is eGecutie to rise to positions of
greater power and responsibility.
The most important way in which the achieement motie is related to
managerial success is the indiidual7s attitude towards ris"s. People who are
achieement oriented li"e to incur a moderate degree of ris" which is big enough to offer
some eGcitement and hope of a worth while gain =i.e. eGpectancy of incentie> but not so
big that their own efforts would hae less of an influence on the outcome than sheer
luc". The eGtreme of ris" ta"ing are faored by persons whose achieements are rather
wealth. An achieement oriented person prefers a moderate degree of ris" because his
efforts, s"ill and determination stand a reasonable chance of influencing the outcome.
=2allerman, 19E@>.
Another ery important characteristic of achieement oriented person is that, he
li"es to hae concrete feedbac". %nce he embar"s on a pro#ect, he li"es to "now how
well he is doing. Adults with achieement dries may be more inclined to enter careers
with built in feedbac" mechanisms such as sales, management, etc =2allerman, 19E@>.
He further points out that a man with high degree of achieement motiation is not
necessarily more gifted in organi!ational ability than the neGt man but his attitude
enables him to ma"e more use of their ability.
He is practical, enturesome and determined9 a formidable combination which
can achiee brilliant results with or without organi!ational abilities. He prefers eGperts
oer friends, if his wor" re/uires assistance. They hae a strictly business attitude
@D
towards whateer their business happens to be. They find it difficult to forget about the
tas" on the hand until it has been completed.

.c&lelland =19D@>, coined the term9 n9ach or need of achieement. This is a
score for achieement motiation. To obtain a score for an indiidual, it is assumed that
the more achieement oriented thoughts he has under normal conditions, the stronger his
motie to achiee must be. In such a case, it seems reasonable to infer that he has strong
LinnerM concern for achieement. A standard procedure used by .c&lelland and his
associates was to gie a set of pictures to indiiduals for ma"ing stories to them. 3nder
normal testing conditions, the pictures, used to elicit stories are sufficiently ambiguous
to eo"e a ariety of ideas. If someone, howeer is writing his stories consistently uses
achieement oriented ideas under normal testing conditions, then he would appear to be
someone with a bias, a concern or a need for achieement. *o, achieement related ideas
in stories written could be ta"en to represent the strength of a man concerned with
achieement.
Henry A. .urray =19@E>, in an eGplanation of personality as an interaction
between needs and press has also formulated this need, namely, need for achieement
which is tapped in fantasy of TAT stories. If a motie played itself only in fantasy and
neer affected the actual behaior of the indiidual, it would be a little more than
laboratory curiosity. -ut, .c&lelland7s group discoered that achieement motie
played a ery igorous role indeed in the real life of people influenced by it. They found
that people, whose thoughts turned to achieement themes when they were as"ed to
@E
compose a story, were ery li"ely to do something about it in their eeryday behaior.
The TAT stories used by them are not a mere romantic escape for day dreamers. %n the
contrary, it would seem that when doers daydream. They daydream about doing
something tangible which can be portrayed /uite reliably through fantasy.
.c&lelland has laid great stress upon achieement motiation in his boo" LThe
Achieing *ocietyM, he says, LIt would not re/uire a great stretch of imagination to
assume that if a number of people with n9ach happened to be present in a gien culture at
a gien time, things would start to him$ They try to get achieement satisfaction out of
what they are doing. 0iewed in this light, it would not at all be surprising to imagine that
an increase in achieement should promote economic or cultural growth.
At"inson7s model =19E@>, of achieement motiation regarding motiated
performance argues that it is the strength of achieement motie and incentie alue of
success that determines the sub#ectie alue or attractieness of success of a particular
behaior. An achieement incentie is present when a person anticipates that his s"ill
and competencies in the performance of tas" will be ealuated and that good
performance will produce a feeling of accomplishment.
Tolman7s eGpectancy theory =19I?>, states that LThe goal directed action
tendency is a #oint function of the situation cues that performance is instrumental to
attainment of the goal of the motie. It supports the iew that performance is closely
related to an indiidual7s motiation for achieement.
@I
%erall, indiiduals with high achieement motiation$
Are highly achieement oriented.
Hae better memory of in9completed tas"s =as they want achieement
satisfaction>.
Are more apt to olunteer for wor".
Are more actie in community and college actiities.
&hoose eGperts oer friends as wor"ing partners.
+eed concrete feedbac" in their wor".
Are more resistant to social pressure.
&annot gie accurate reports of what their Linner concernM with achieement
is, and
2enerally come from middle class families H =.c&lelland et al,19D@ O
At"inson,19DJ>
@J
MOTIVATIONAL & RETENTION PRACTICES
OF IOCL AND ITS COMPETITORS
INDIAN OIL CORPORATION LIMITED (IOCL)
I%&' carries out periodic employee motiation and employee satisfaction sureys.
Recent surey results were$
Frequency of Satisfaction Factors for IOCL Professionals
Satisfaction 'actors
( )( *( +( ,( -( .( /( 0( 1( )((
2ersonal !ife
Supervision $ technical
3ompany 2olicy and Administration
4ob Security
Salary
Advancement
5nterpersonal relations $ subordinates
5nterpersonal relations $ supervisors6mana7er
5nterpersonal relations $ peers
Workin7 conditions
Responsibility
Technical !eadership
Achievement
2ossibility of 8rowth
Reco7nition
Work 5tself
Total
9 'reuency :i7h
'actors
@9
Frequency of factors associated with dissatisfaction for IOCL Professionals
9 'reuency 'actors
( )( *( +( ,( -( .( /( 0(
5nterpersonal relations $ supervisors6mana7er
Work 5tself
3ompany 2olicy and Administration
Workin7 conditions
Supervision $ technical
5nterpersonal relations $ peers
2ossibility of 8rowth
Reco7nition
Responsibility
Achievement
4ob Security
5nterpersonal relations $ subordinates
2ersonal !ife
Salary
3ustomer behaviour
Advancement
9 'reuency
BK
3larity
Standards
Responsibility
'le&ibility
Rewards
Team 3omm
/0-%
1/-
%
02-%
10-%
03-
%
33-4
3/-4
03-4
03-4
30-4
52-4
11-
%
!limate 6ou !reate 7 5 People 6ou 8ead
G%P9 %n# Gap )22
A is for Actual; S is for Should <e;
( )( *( +( ,( -( .( /( 0( 1( )((
4u:-;im G%P
=r7ani>ation ?
%&pectation
Mission and Direction
5mprovement
%&cellence
Autonomy
Risk Takin7
<ureaucracy Minimi>ed
5nnovation
2erformanc
e
Reco7nition
Dedication
2ride
3ooperatio
n
3on7enialit
y
"es
"es
"es
"es
"es
G%P
G%P
Organiational !limate Report
Employee Motivation Practices at IOCL:
Professional growth actiities, comprising of$
Personal Business Commitments
At the start of each year, eery 4mployee is eGpected to set personal business goals that
align directly with I%&'Cs oerall business goals and alues. These goals should guide
the 4mployee throughout the year. At the end of the year the 4mployee manager will
ealuate how well the defined goals are achieed, compared to peers, and gie the
4mployee a P-& =Personal -usiness &ommitments> rating to reflect the oerall
performance. This rating will be a "ey factor in determining performance bonus, pay
increase, and career opportunities.
Individual Development Plan
%nce P-& business and deelopment goals are defined, itCs time to add details to the
plan of action the 4mployee will ta"e to ensure heAshe meets hisAher business ob#ecties.
It proides a clear layout of short9term ob#ecties as well as long9term goals. To
complete the I(P, the 4mployee and hisAher manager agree together that goals and
aspirations are realistic, and that the identified actions support continued deelopment
and contributions to I%&'.
Understanding skills and competencies - the Learning Roadmaps
It is important that each employee understands the s"ills and competencies hisAher
business unit or profession eGpects himAher to assess and master. 'earning Roadmaps
and (eelopment .odels proide a concise iew of the learning actiities and resources
B1
aailable to deelop eGpertise within a gien profession, organi!ation, business unit,
technical enironment or geography. *ome learning tools aailable to all employees
within I%&'$
o 5oundational &ompetencies
o e9'earning
o I%&' 2lobal &ampus
o 4Gternal education
o *"ills assessment
o 1nowledge management
Periodically, the competencies of employees are mapped according to their #ob role and
mar"et demand, and opportunities are outlined for each employee. 4mployees also hae
access to the I%&' internal #ob mar"et through a tool called F-est Person for the ,ob7. It
matches s"ills to open acancies and new wor" demands. This tool also matches s"ills
to open acancies in the entire I%&' organi!ation.
Motivate People Working for a World-class Company
I%&' has always belieed that its continued success depends on the s"ills and
motiation of its employees. This is reflected in I%&'7s basic belief in respect for the
indiidual. It follows from this that I%&' should$
B?
Help All Employees Develop their Potential and Make the Best Use of Their
Abilities
8ithin I%&', the focus is on contribution, teamwor" and s"ill ac/uisition, all of which
enable the company to meet its business challenges while enabling personal
deelopment. All employees participate in a continuous eGercise of encouraged self9
assessment, discussion and reiew.
Provide a Learning Environment Which Encourages Career Development and
Training Opportunities
%ur global s"ills framewor" allows employees to enhance their technical and industry
s"ills through the right miG of education, training, "nowledge and eGperience. %ur
leadership programs are aailable for eligible employees who wish to eGtend their career
along a managerial route.
Maintain Two-Way Communication between Manager and Employee, with an
Opportunity for a Fair Hearing and Equitable Settlement of
Disagreements
The relationship between people and their managers is of central importance in the
success of I%&'7s human resources policies. The &ompany aims for clear and open
communications, and emphasi!es the need for inolement and commitment on the
employee7s part. 4ach employee is assigned a mentor, a coach, a people manager as well
as an HR manager. Also, from time to time employees may be as"ed to participate in
4mployee %pinion *ureys in which iews will be sought on a wide range of issues
relating to I%&' as a company and an employer. *ometimes, issues will arise which
B@
cannot be resoled with their manager. There is also an %pen (oor policy which allows
employees to raise and discuss any concern at a higher management leel.
Value Diversity in the Workforce and Provide Equal Opportunity for all
Employees
I%&' embraces diersity in our wor"force. (iersity brings richness to our teams,
which better enables us to reflect the interests and demands of our customers and to
reflect the characteristics of the communities in which the employees lie. I%&'7s wor"
enironment is inclusie of indiiduals regardless of race, seG, seGual orientation,
religion, disability or any other characteristic. I%&' is fully committed to e/ual
opportunity for all employees.
Reward and Profit Sharing
Rewarding employees financially improes leels of employee motiation and thus
improes productiity, which ultimately shows up in the Cbottom lineC. I%&' beliees
that part of the increased profits must be circulated bac" to the wor"force responsible for
it.
Staff Welfare Policy
I%&' firmly beliees, that creating an enironment that promotes eGcellence coupled
with a feeling of caring and concern towards indiidual employees, will contribute
towards improing morale and reducing attrition. 8hile there is a system in place to
rewardAaward employees on the basis of performance, we need to focus on building team
wor" and a feeling of belonging.
BB
Employee Assistance Programme - MiTR
The 4mployee Assistance Programme stems from our emphasis on the physical and
emotional well9being of our employees to ensure a fit, healthy, productie wor"force.
.iTR is constitutes a team of emotional health eGperts 9 to proide free counseling
serices to employees.
The 4mployee Assistance =4A> offers free, confidential counseling and referral serices
designed to help employees and their immediate family members resole personal,
emotional and behaioral problems A issues that may be interfering with their wor" or
home life. &ounseling may be done face to face or appointments ta"en for telephone
counseling. %ptions of e9counseling are also aailable. The oerall ob#ectie is to
improe employee well9being and enhance their wor" A life balance. Issues dealt with
include$
o Anger management
o (ealing with stress
o (ifficult life changes
o Relationships
o 8or" related problems
o Parenting concerns
Flexible Benefit Plan Policy
BD
The 5leGible -enefits Plan =5-P> is designed to help reduce an employeeCs taGable base.
Center of competency (CoC)
The vision of &o& is to &reate, +urture and -uild Professionals who are the -est in the
-usiness.
The goal is to grow s"illed resources to support both current and future business
direction.
The &enter of &ompetence =&o&> carries out competency analysis and deelopment
actiities. This group was formed to proide necessary resources, competencies and
competitie adantage to the arious -usiness 3nits. It is responsible for its actiities in
the locations -angalore, Pune and 2urgaon. It addresses the training and development
needs of the employees through classroom training, on9the9#ob s"illing, certification,
seminarsA conferences, computer based training, ideos for training and I%&' global
campus. It also ealuates the gap between the re/uirement and aailability in terms of
employee competencies aailable to I%&'.
India learning centre
The ob#ectie to set up this physical place of learning was to proide a wide range of
iable learning alternaties or modes for employees and managers to pursue continuous
learning and also to facilitate our #ourney towards becoming a learning organisation. %ur
'earning modes are based on what the employees can influence and understand of their
deelopment needs. 4mployees can choose from ideo learning, or computer based
BE
learning or global campus &(7s or learning team rooms or library or opt for eGternal
trainings.
<%!I8I.IE4 PRO=I;E; &6 IO!8 .O >O.I=%.E I.4
E>P8O6EE49
MEDICAL FACILITIES:
4mployees are proided free medical facilities, both ambulatory and hospitali!ation.
5ully e/uipped medical clinics are functioning at all important wor" places at base
stations manned by competent medical officers. The employees7 families are
proided medical facilities under &ontributory *cheme on payment of nominal
contribution.
STAFF HOUSING COLONIES:
*taff /uarters are proided at .umbai, &alcutta, (elhi and &hennai and on some
other ma#or stations sub#ect to aailability. 4mployees who are allotted staff /uarters
are not paid House rent allowance =HRA>. The recoery of license fee is made at the
rate laid down by the &orporation from time to time.
CANTEENS:
*ubsidi!ed canteen serices are proided at (elhi, &alcutta, .umbai, &hennai,
Hyderabad, -angalore and at Ahmedabad. At outstations subsidy is gien to the
staff clubs formed by the staff for running tea clubs.
BI
LOANS:
Housing 'oans$ 4mployees are eligible for grant of housing loan sub#ect to
aailability to aailability of funds after completion of D years of serice. .aGimum
housing loan can be granted upto Rs @ la"hs.
0ehicle 'oans$ 'oans are granted for purchase of cars, scooters and cycles, sub#ect
to aailability of funds. 0ehicle loan limits are as under$
+ew car Rs ID,KKK
%ld car Rs DK,KKK
+ew scooterA motor cycle Rs 1D,KKK
%ld scooterA old motor cycle Rs E,KKK
&ycle Rs EKK
.iscellaneous 'oan$ 4mployees are also granted miscellaneous loans for meeting
arious contingencies up to a maGimum of Rs 1D,KKKA9.
BJ
GROUP INSURNACE SCHEME
%n the death of an employee while in serice, his family is paid the group insurance,
/uantum of which depends on the pay drawn by the employee at the time of this
demise. This is a non contributory scheme. The insurance amount aries from Rs
JK,KKK to Rs ? lacs.
K9B9ID 9 JK,KKK
B9IE9EDDK 9 1,1K,KKK
EDD19IIID 9 1,DK,KKK
IIIE9 aboe ? lacs 9 ?,KK,KKK
B9
IOCL EDUCATIONAL SCHOLARSHIP SCHEME FOR EMPLOYEES`
WARDS:
The wards of employees studying in class II and aboe are granted educational
scholarship for maGimum of two wards. The amount of scholarship aries depending
upon the class, which the student is studying, and the type of course he is pursuing.
a> 3nder this scheme, the ward of an employee who has put in one years7
serice is granted scholarships for studies.
b> 4mployees in erstwhile grade P are eligible to get the scholarship for two
children irrespectie of the mar"s obtained by them. They get the scholarship
on FPass -asis7 in the last annual eGamination.
c> 5or all other employees, the first scholarship is gien to the child obtaining a
minimum of DKN mar"s in the aggregate and the second child obtaining a
minimum of EKN mar"s in the aggregate in the last annual eGamination.
8ards of *&A*T employees are eligible for grant of scholarship on their
assign the eGamination irrespectie of the percentage of mar"s obtained.
DK
d> The children studying in &lass II onwards are eligible for grant of scholarship
in a year, which are as follows$9
&lass II to I0 Rs. 1?DA9
&lass 0 to 0III Rs ?DKA9
&lass I; to ;II Rs @IDA9
2raduationA Post graduation Rs DKKA9
(iploma in 4nggA .edicine Rs E?DA9
(iploma in -usinessAmar"etingA
5inancialA PersonnelA Hotel
.anagementA &osting < li"e
&ourses. Rs E?DA9
(egree in -usinessA mar"etingA
5inancialA PersonnelA Hotel
.anagementA 4ngineeringA
.edicineA &hartered Accountancy
&osting < li"e &ourses. Rs IDKA9
HOLIDAY HOMES
D1
Holiday homes hae been established at a number of hill resorts and places of tourist
interest. *taff is re/uired to pay a nominal rent for the accommodation.
LONG SERVICE MEMENTOS
4mployees on completion of ?D years of satisfactory serice are awarded long
serice mementos in recognition of their serices.
FESTIVAL ADVANCE
5estial adance is admissible to all employees on one occasion in a calendar year on
HoliAId9ul9fitrA (ussheraA (iwaliA ;9mas festials. 4mployees with less than siG
years of serice can aail festial adance only after they furnish a surety of another
employee of I%&' who has put at least siG years serice in I%&'. The adance
payable is Rs @,KKKA9 and Rs B,KKKA9 depending upon the employee7s basic pay and is
recoered in 1K monthly interest free instalments.
FINANCIAL ASSISTANCE TO EMPLOYEES PURSUING HIGHER STUDIES
4mployees who wish to pursue higher studies are granted financial assistance sub#ect
to a maGimum of two courses in the entire serice of the employee. 4mployees are
reimbursed tuition fee, admission fee, eGamination fee and an amount up to Rs @KKA9
for the purchase of boo"s.
COOPERATIVE THRIFT & CREDIT SOCIETY/ FAIR PRICE SHOP/ DEATH
BENEFIT SOCIETY
D?
The company grants arious facilities, to the aboe societies, formed by the
employees from time to time.
SUBSIDIZED TRANSPORT
4mployees wor"ing at the offices at (elhi, -ombay and &alcutta are proided feeA
subsidi!ed transport from arious rallying points.
WELFARE FACILITIES IN IOCL
4mployee benefits can be classified under statutory benefits and non9statutory
benefits$
*tatutory benefits are coered under the following Acts$
$ 8or"ers &ompensation Act 9 19?@
$ Proident 5unds Act 9 19?D
$ Payment of 8ages Act 9 19@E
$ Industrial (isputes Act 9 19BI
$ 4mployee *tate Insurance Act 9 19BJ
$ 5actories Act 9 19BJ
$ Proident 5und and .isc Proisions Act 9 19D?
$ Payment of 2ratuity Act 9 19I?
D@
NON STATUTORY BENEFITS TO THE EMPLOYEES OF IOCL
MEDICAL BENEFITS
5or employees 9 +on9contributory
5or employees families 9 &5.* 9 &ontributory
CANTEENS
*taff &anteens
Tea &orners at %utstations A Tea &lubs
STAFF HOUSING COLONIES
At (elhi, .umbai, 1ol"ata, &hennai, -angalore < Ahmedabad
COMMUNITY CENTERS
SPORTS
*ports &lubs
DB
Recreation &enters
HOLIDAY HOMES
8R 9 2oa, 'uc"now
4R 9 2angto"
*R 9 1odai"anal
+R 9 .ussoorie, (haramshala
GRANTS
(iscretionary grants 9 for eGtraordinary situations 9 non Repayable.
SPECIAL ADVANCE
5or natural calamities li"e flood or drought, adance is repayable in certain monthly
instalments.
LOANS
Housing 'oans
0ehicle loans =cycle, scooter < car>
DD
.iscellaneous loans =repair of house, repair of car, marriage, higher education for
children, religious ceremonies, for medical eGpenses>.
FESTIVAL ADVANCE
IOCL EDUCATIONAL SCHOLARSHIP SCHEME
LONG SERVICE MEMENTO
53+4RA' 4;P4+*4* =(eath while in serice>
R4TIR4.4+T 2I5T
2R%3P I+*3RA+&4
Ranging within JK,KKKA9 to ?,KK,KKKA9 based on the basic pay.
'4A04 4+&A*H.4+T =upto @KK days>
PA**A24*
*ering employees 1KKN 9DN JDN
-elow D years ? 9 @
D years ? 1 ?
I years ? ? 1
1K years ? @ 9
?K years ? B 9
DE
?D years ? D 9
DI
EMPLOYEE MOTIVATION PRACTICES IN BHARAT
PETROLEUM CORPORATION LIMITED (BPCL)
*trong fundamentals embedded within the company. The company wor"s by a set of
alues or operating principles, which forms the basic fabric of -P&'. This has helped in
maintaining the organisation as an integrated whole. The pilot teams that went from
(elhi to commence operations in .umbai and &hennai and from .umbai to start in
+ai .umbai and Pune, were already deeply entrenched in the alue system, which
helped in spreading a uniform culture across the different centres.
The alues laid down in the company7s preamble are FIntensity to win7, FIntegrity and
Honesty7, FTeamwor"7, FRespect and (ignity7, FAccountability7, F5un7, F&ustomer
&entricity7, FInnoation and 4Gcellence7. All these are under the umbrella of the
company7s mission statement, which reads$ LTo unleash India7s human potential by
pioneering innoatie business solutions for the world.M &ompensation is directly lin"ed
to these operating principles. Increase in salary is based on how dedicatedly the
employees follow these alues, including the alue of fun.
The willingness of the employees to follow these operating principles is because of the
importance that the company has empowered them with. The company identifies that the
three pillars on which a company rests are technology, systems and processes and
people. It has identified that people are the most important resource in the petroleum
industry and therefore the significance of effectiely managing the asset. As a result all
efforts are directed in meeting that ob#ectie. The HR policies of the company are
designed in terms of what employees want and not what the company wants.
DJ
At the time of induction, the employees are trained on global culture and all the other
different aspects of their #ob. They are also gien soft s"ills and 4nglish language
training since they hae interaction with clients globally. The training ensures that they
spea" grammatically correct, clear and unaccented 4nglish so that it is understood
clearly by all. The employees thus do not feel the pressure or discomfort of a new accent.
They eentually pic" up the accent on their own as they interact with customers. This
allows the employees to grow comfortably.
Team heads and managers recognise the deelopment needs of their team members and
training is accordingly imparted. The performance is regularly gauged through a
performance management system, which inoles a one9to9one personal contact.
&ounselling is also proided on the basis of shortcomings. *till the challenge of finding
the right set of people for a #ob is ery pressing.
%ne of the means of motiation is through instilling a sense of belonging. 8hile
compensation is an important motiational factor it is not the only one. .a"ing
employees participate and contribute in different actiities helps in "eeping them
engaged in the organisation and brings about a sense of belonging. In fact, there are een
rewards for participation.
The HR department only acts as a facilitator of employee initiaties rather than driing
them. The initiaties are largely drien by the employees themseles. 5or instance, the
colour schemes used in the wor"place and canteen. The employees initiate all parties,
fun actiities, etc. Teams can suddenly come up with an idea of a moie, pi!!a party,
disco or picnic for which they do not need to come to HR department for sanction or
approal. The team leader and hisAher team dries the entire planning and eGecution
D9
"eeping their own wor" schedule in mind. There is an annual budget allocated to each of
the teams for all the eGtra curricular actiities.
This is well complemented by an open and transparent culture, with any employee free
to moe into the &4%7s cabin and discuss their problems. The company has een
discarded off prefiGes li"e F*ir7, F.r7, and F.adam7.
8hen an account is won there7s a ca"e cutting ceremony. Also, on the recreation front,
-P&' proides for a gym and a recreation centre with different games li"e chess, carom,
etc, in the office premises.
8hile ensuring fun at wor"place the company also ta"es care of its employees7 health
with the wor" enironment being designed "eeping the ergonomics in mind. The whole
idea is to hae comfortable and spacious wor" enironment for the employees so that
they do not feel stressed out. The wor"stations are also with ergonomic features. In
addition to this, there is a health centre in each location, with a nursing assistant and a
doctor on call. 5urther, all the employees are coered under medical insurance.
The company also "eeps in mind the significance of meeting employees7 career growth
aspirations. The company recognises that career deelopment is not only ertically but
there is also a lot of scope for hori!ontal growth opportunities in terms of moing up the
alue9chain and handling more difficult and critical clients and processes.
4mployees are allowed to moe out from one process to another if he or she does not
want to continue with it any longer. There is also the proision for moing internally
between the different -P&' branches. A recent study conducted by the company
measured its employee satisfaction leel at IK percent.
EK
EMPLOYEE MOTIVATION PRACTICES IN HINDUSTAN
PETROLEUM (HP)
HP has a three9pronged approach when it comes to ensuring employee motiation.
The company proides$
o 'earning alue 9 add through opportunities for continuous learning and eGposure
to technology and assignments, as HP partners with clients in transforming their
businessesO
o 5inancial alue 9 add through competitie salaries, ariable pay philosophy, asset
generation opportunities andO
o 4motional alue 9 add through a fair and rewarding wor" enironment and a
culture that has been built in HP through arious initiaties and systems.
Their recruitment process is aligned to business re/uirements so as to ensure goal
alignment between business ob#ecties and employee goals. %ne of the "ey factors they
loo" for in a prospectie employee is Flearnability7 Q the ability to derie generic
"nowledge from specific eGperiences and apply the learning to new situations. %ther
factors loo"ed for are, analytical ability, teamwor" and leadership potential,
communication and innoation s"ills with a practical and structured approach to problem
soling.
HP has a comprehensie and integrated role9based performance management system.
It7s a combination of tas" and competency ealuation9based on pre9defined parameters
for each role. This system integrates with the reward systems as well as the training
E1
systems. The ariable compensation philosophy is aligned with indiidual, team and
company performance while reinforcing high performance wor" ethic.
HP has consciously created a networ"ed, non9hierarchical organisation with a
professional, result9drien wor" ethic, thereby encouraging and empowering eery
member of a pro#ect team to contribute to the team effort. The company culture strictly
upholds and fulfils its employeeCs needs. The fie components of Corganisation cultureC,
propounded by HP are$ performance, sociological, psychological, financial needs and the
Cability to competeC. %rganisation culture is important as it motiates people to wor" hard
and stay with the business. &ulture traels and ta"es the top9to9bottom route.
E?
Chapter-3
OB1ECTIVES OF THE STUDY
The following are the ob#ecties of my study
o To "now the arious motiational techni/ues used in Indian %il &orporation
'imited
o To study the retention strategies of Indian %il &orporation 'imited.
o To study how proper motiational measures help in retaining the employees.
o To highlight the effect of these strategies on performance of the employees.
E@
Chapter-4
RESEARCH METHODOLOGY
TYPES OF DATA
The Research will be conducted in two stages$
)ualitatie
)uantitatie
QUALITATIVE RESEARCH
In this an effort will be made to understand the basic concept and strategies, which will
help to form the /uestionnaire.
QUANTITATIVE RESEARCH
A /uestionnaire will be prepared for this purpose, "eeping in mind the important factors,
which would enable to meet the ob#ecties of the pro#ect. (atabase of employees will be
prepared and the re/uired information was gathered.

The Research details will be summari!ed as follows$
Type of research 4Gploratory Research
Sample size : EK
Sample unit : %fficials of Indian %il &orporation 'imited
Sample Area : +&R (elhi
Sampling technique : )uota *ampling
EB
Source of Data
Primary Data : )uestionnaire
Secondary Data : Internet, +ewspapers, ,ournals, -usiness .aga!ines,
Reports and Publications
Statistical Tools $ *imple statistical tools li"e tables, pie charts, bar diagrams
was used for the analysis of data and its presentation
ED
Chapter-5
DATA ANALYSIS
)1. 8hich one of the following actions is li"ely to motiate Pea" performers in
I%&'R
a> -ench mar"eting b> )uality &ircles
c> .ore .oney d> A mutual mission
(9
-9
)(9
)-9
*(9
*-9
+(9
+-9
<ench marketin7
@uality 3ircles
More Money
A mutual mission
<ench marketin7 *(9
@uality 3ircles +-9
More Money +-9
A mutual mission )(9
EE
)?. In your opinion which condition for high motiation leels in I%&' is usedR
1> Autonomy ?> 'earning @> Team wor"
(9
-9
)(9
)-9
*(9
*-9
+(9
+-9
,(9
Autonomy
!earnin7
Team work
Autonomy ,(9
!earnin7 +(9
Team work +(9
EI
Q3. In your opinion pay checks & other cash incentives facts which of the
following motivational test.
a> Aailability b> Reersibility
c> 0isibility d> (urability
KN
DN
1KN
1DN
?KN
?DN
@KN
Aailability
Reersibility
0isibility
(urability
Aailability @KN
Reersibility ?KN
0isibility ?DN
(urability ?DN
EJ
Q4. In IOCL which reward may give rise to more effective extrinsic motivations.
a> The commitment of #ob it self
b> Recognition < feedbac" from co, wor"ers, superisors < &ustomers
c> Accomplishing goals that are challenging < meaningful
KN
DN
1KN
1DN
?KN
?DN
@KN
@DN
BKN
BDN
The commitment of #ob it self
Recognition < feedbac" from co,
wor"ers, superisors < &ustomers
Accomplishing goals that are
challenging < meaningful
The commitment of
#ob it self
@KN
Recognition <
feedbac" from co,
wor"ers, superisors
< &ustomers
BDN
Accomplishing goals
that are challenging <
meaningful
?DN
E9
Q5. Which of the following motivations are likely to be intrinsic in IOCL?
a> Pride informing eGcellent
b> The eGcitement < pleasure
c> (esign to eGceed one7s premium
d> Achieement of deep rooted alue
KN
DN
1KN
1DN
?KN
?DN
@KN
@DN
Pride informing eGcellent
The eGcitement < pleasure
(esign to eGceed one7s
premium
Achieement of deep
rooted alue
Pride informing
eGcellent
@KN
The eGcitement
< pleasure
?KN
(esign to
eGceed one7s
premium
@@N
IK
Q6. In IOCL the phenomenal level of employee commitment, productivity &
even love is based on productivity even love is based on principles of
1> &apture the hearts < minds of all your employees
?> %pen communication between all leels of your organi!ation
@> &reate partnership between all employees built upon trust, e/uality <
sharing.
Are you satisfied a> :es b> +o
KN
1KN
?KN
@KN
BKN
DKN
EKN
IKN
&apture the hearts < minds
of all your employees
%pen communication
between all leels of your
organi!ation
&reate partnership between
all employees built upon
trust, e/uality < sharing
&apture the
hearts < minds
of all your
employees
IKN @KN
%pen
communication
between all
leels of your
organi!ation
EKN BKN
&reate
partnership
between all
employees built
upon trust,
e/uality <
sharing
DKN DKN
yes no
I1
)I. The rewarding components of #obs structure in I%&' consists of
1> *"ill ariety ?> Tas" identity
@> Tas" significance B> Autonomy
Are you satisfied a> :es b> +o
KN
1KN
?KN
@KN
BKN
DKN
EKN
IKN
JKN
*"ill ariety
Tas" identity
Tas" significance
Autonomy
*"ill ariety EDN @DN
Tas" identity IKN @KN
Tas" significance IDN ?DN
Autonomy EKN BKN
yes no
I?
)J. In your opinion the goals of pea" performance employees are
1> To understand < generate self motiation
?> To learn all they can about how to motiate pea" performance
@> To gie their people sufficient reasons to eGcel
B> To offer special assistance to standard performers but to stay out of the
way of peal performers unless they as" for help
KN
DN
1KN
1DN
?KN
?DN
@KN
@DN
To understand < generate
self motiation
To learn all they can about
how to motiate pea"
performance
To gie their people
sufficient reasons to eGcel
To offer special assistance
to standard performers but
to stay out of the way of
peal performers unless they
as" for help
To underst and <
generate self
mot iat ion
@KN
To learn all t hey can
about how t o
mot iat e pea"
performance
@DN
To gie t heir people
sufficient reasons t o
eGcel
?DN
To offer special
assistance t o st andard
performers but t o
st ay out of the way of
peal performers
unless they as" for
help
1KN
I@
Q9. In your opinion does grading systems motivates an employee to give their
best?
1> :es ?> +o
KN
1KN
?KN
@KN
BKN
DKN
EKN
IKN
:es
+o
:es EDN
+o @DN
IB
)1K. .oney is not only means of satisfying the economic needs but also a measure of
one7s power, prestige, independence < happiness, independence < happiness
1> Agree b> (isagree
KN
1KN
?KN
@KN
BKN
DKN
EKN
IKN
JKN
Agree
(isagree
Agree JKN
(isagree ?KN
ID
Q11. What motivates an employee is a must to retain in an organisation
a> -onus b> Incenties c> Reward
KN
DN
1KN
1DN
?KN
?DN
@KN
@DN
BKN
-onus
Incenties
Reward
-onus @KN
Incenties @KN
Reward BKN
IE
Q12. In your opinion is promotion a major component in retaining an employee?
1> Agree ?> disagree
@> *trongly agree B> *trongly disagree
KN
DN
1KN
1DN
?KN
?DN
@KN
@DN
BKN
Agree
disagree
*trongly agree
*trongly disagree
Agree BKN
disagree ?KN
*trongly agree @DN
*trongly disagree DN
II
Q13. IOCL gives job security to their employees, does this strategy helps in
training employee?
1> Agree ?> disagree
@> *trongly agree B> *trongly disagree
KN
DN
1KN
1DN
?KN
?DN
@KN
@DN
Agree
disagree
*trongly agree
*trongly disagree
Agree @KN
disagree ?KN
*trongly agree @DN
*trongly disagree 1DN
IJ
Q14. In IOCL different types of bonus are used as retention strategies which one
is effective in your opinions.
1> *pot bonus award
?> +on cash bonus
@> Holiday bonus
B> *ales &ommission
KN
DN
1KN
1DN
?KN
?DN
@KN
*pot bonus award
+on cash bonus
Holiday bonus
*ales &ommission
*pot bonus award @KN
+on cash bonus ?DN
Holiday bonus ?DN
*ales &ommission ?KN
I9
Q15. In your opinion what helps an organization to retain any employees at last
moment
1> Ris" analysis
?> )uit Interiew
c> Rewards
KN
DN
1KN
1DN
?KN
?DN
@KN
@DN
BKN
Ris" analysis
)uit Interiew
Rewards
Ris" analysis ?KN
)uit Interiew BKN
Rewards BKN
JK
Q16. IOCL uses three plans to motivate an employee to retain in their
organisation i.e.
a> -onus Plan b> &ommission Plan c> Incentie
Plan
H Tic" the best one
KN
DN
1KN
1DN
?KN
?DN
@KN
@DN
BKN
-onus Plan
&ommission Plan
Incentie Plan
-onus Plan @KN
&ommission Plan BKN
Incentie Plan @KN
J1
Q17. IOCL was uses different reward programmes, which is most effective in
motivating an employee to retain.
1> 0ariable pay ?> Profit *haring @> Incentie Plan
H Tic" the best one
KN
DN
1KN
1DN
?KN
?DN
@KN
@DN
BKN
0ariable pay
Profit *haring
Incentie Plan
0ariable pay @KN
Profit *haring BKN
Incentie Plan @KN
J?
Q18. Does jobs rotation helps in retaining an employees
a> :es b> +o
KN
1KN
?KN
@KN
BKN
DKN
EKN
:es
+o
:es EKN
+o BKN
J@
Q19. Performance Appraisal motivates a person to give his best, but does it de-
motivates a person to work
a> :es b> +o
KN
1KN
?KN
@KN
BKN
DKN
EKN
IKN
:es
+o
:es @DN
+o EDN
JB
Q20. What motivates you to remain in IOCL?
a> &ompany +ame
b> *alary Pac"age
c> 4mployee loyalty
KN
DN
1KN
1DN
?KN
?DN
@KN
@DN
BKN
BDN
&ompany +ame
*alary Pac"age
4mployee loyalty
&ompany +ame @KN
*alary Pac"age BDN
4mployee loyalty ?DN
JD
Q21. Kindly tick the areas where you feel more training should be provided to the
employees to reduce attraction rate
a> &apacity -uilding
b> Tas" Related
c> .otiational
d> %rgani!ational 4thics
KN
DN
1KN
1DN
?KN
?DN
@KN
&apacity -uilding
Tas" Related
.otiational
%rgani!ational 4thics
&apacity -uilding ?KN
Tas" Related @KN
.otiational @KN
%rgani!ational
4thics
?KN
JE
Chapter-6
CONCLUSION & IMPLICATIONS
The profiles of organi!ations li"e I%&' are undergoing a continuous
transformation as a result of the demographic, technical and other changes ta"ing place
at the wor" places 2lobali!ation, which refers to the generali!ed eGpansion of
international economic actiity which includes increased international trade, growth of
international inestment =foreign inestment> and international migration, and increased
creation of technology among countries, has led to opening of numerous #ob
opportunities in India.
The entrance of multi9national firms in the country has led to a stiff competition
between the indigenous industries and the foreign players. The multinational firms are
e/uipped with good /uantity and /uality of resources and thus, proide stiff competition
in the business world. The difference in the domestic companies and the .ulti9national
firms is mainly due to the /uality of people wor"ing towards higher goals, higher /uality
consciousness and a penchant for eGcellence.
In such a situation, eery organi!ation li"e I%&' is heading towards a better and
an efficient utili!ation of its resources, both human and non9human. The employees of
an organi!ation constitute a ery important resource and to sustain in the eer9changing
and competitie business world, the performance of the people hired becomes a ery
important consideration for the organi!ation.
JI
+umerous organi!ations function in a community to proide good and serices to
the people. 5or proper functioning and growth, these organi!ations utili!e numerous
resources of which the Human &apital Resource is an indispensable part. The
organi!ations li"e I%&' employ numerous employees who contribute towards the
orientation, effectieness and efficiency of the organi!ation.
All the tas"s ranging from the production of goods and serices to the
maintenance of the infrastructure and are carried out by the people who are employed by
I%&'.
.otiation leels of the employees in I%&' has an effect on the output of the
business and concerns both /uantity and /uality. -usiness relies heaily on the
efficiency of I%&' staff to ma"e sure that targets are met in a stipulated time frame. If
these employees lac" the motiation to produce completed products and serice to meet
the demand, then the organi!ations may face problems leading to undesirable
conse/uences.
%f the different types of motiation, Achieement .otiation, which means the desire
or force that ma"es a person do the assigned #ob in the best possible manner has a great
releance in an organi!ational set9up and performance at wor" in I%&'.
*ome suggested characteristics and attitudes of achieement9motiated people$
Achieement is more important than material or financial reward.
JJ
Achieing the aim or tas" gies greater personal satisfaction than receiing
praise or recognition.
5inancial reward is regarded as a measurement of success, not an end in itself.
*ecurity is not prime motiator, nor is status.
5eedbac" is essential, because it enables measurement of success, not for reasons
of praise or recognition =the implication here is that feedbac" must be reliable,
/uantifiable and factual>.
Achieement9motiated people constantly see" improements and ways of doing
things better.
Achieement9motiated people will logically faor #obs and responsibilities that
naturally satisfy their needs, i.e. offer fleGibility and opportunity to set and
achiee goals, e.g., sales and business management, and entrepreneurial roles.
The employees in I%&' are the greatest asset and no matter how efficient the
organi!ations technology and e/uipment may be, it is no match for the effectieness and
efficiency of the staff.
Howeer, under similar enironment, employee7s contribution differs to a large
eGtent and this difference can be attributed to difference in the leels of Achieement
.otiation.

The findings of the study shall be beneficial to all the organi!ations in
understanding the correlation between leel of .otiation and retention at an indiidual,
J9
employee as well as employer leel, which will finally contribute to a win9win situation
for the organi!ation in the long run.
Chapter-7
RECOMMENDATIONS
*trategies adopted to motiate employees could be as follows$
1. 2reater challenges and responsibilities should be entrusted to employees at
regular interals with their consent. They will thus step out of thin"ing within
their comfort !ones in their eery9day tas"s. This would stimulate interest in their
wor", stimulate their thought process and broaden their hori!ons. This will let
him "now that his managers are aware of his abilities and repose a confidence in
him. It will motiate himAher to perform better and also ta"e care of deelopment
and career growth needs.
?. Than"s personally, timely, often < sincerely
@. At *taff meeting announcements should include rewards and recognitions
B. 5ree massage therapy during a stressful wor" period
D. Reward late night with early departures
E. Honour your promises H in terms of psychological contract
I. Proide career coaching
J. 4stablish goals that are *.ART4R$ specific, measurable, acceptable, realistic,
timely, eGtending of capabilities, and rewarding to those inoled.
9K
9. 4mpowerment H employees must be empowered to ta"e certain decisions on their
own
1K. Transparency in HR policies and processes
11. 2ie your employees respect. 4Gample, if your salespeople en#oy their
encounters with you, they are much more li"ely to greet customers with a
positie attitude. They are also much more li"ely to en#oy their wor" when they
donCt a boss obsering eery moe they ma"e. Also, a respected employee feels
cared for and will thus tend to stay for longer within the organi!ation. Thus it
helps improe performance and stem attrition.
1?. %pportunities to sociali!e$ /uarterly parties or dinners. &lub membership to
senior management. &ontests li"e i"ebana, singing competition etc. %r
inculcating a sense of belonging by celebrating milestones in the employee7s life
such as marriage, birth of baby and een annual eents li"e birthdays and
anniersaries.
1@. )uality of superision is critical to employee retention. People leae managers
and superisors more often than they leae companies or #obs.
1B. Profit9*haring -ased on 4mployee &ontribution
1D. 5leGible *alary -enefits for minimum taG liability
1E. .edi9&laimAInsurance &oer
1I. Annual Pay Hi"e =Performance -ased>
1J. Annual Retention -onus
91
19. *"ill enhancement and Training and (eelopment at the organi!ation through
wor"shops, lectures etc.
?K. 4/uality at wor" and absence of arbitrariness in decisions$ for that we need
formali!ed processes and guidelines for all HR functions so that bias or
arbitrariness do not creep in.
?1. &ounseling to manage stress at wor"
??. Information$ At any time, all of your employees should hae a pretty good idea
of how business has been and the issues that the company is dealing with.
?@. Treat your employees as sta"eholders in your company H a sense of shared fate
and shared benefits.
?B. *et &lear 4Gpectations$
a. &ompany7s eGpectations from each employee and
b. *cope of the #ob and growth in the company for the employee.
?D. Resources utili!ation in the organi!ation is a must. How many people could
contribute far more than they currently doR :ou #ust need to underta"e
competency mapping and training needs identification.
?E. *enior .anagers H Presidents of small companies or (epartmentA(iision heads
in larger companies must meet employees periodically to "eep a tab on the pulse
of their organi!ation and to help employees feel their presence ac"nowledged.
?I. 4mployee *uggestion *chemes for a> idea generation and b> employee
participation in management.
9?

?J. R48AR(*$
a. -uild a high degree of recognition alue into eery reward you offer.
b. Rewards should be performance based.
c. Reward only desired output.
d. Tell the employee what he is being rewarded for.
e. (on7t confuse employees with too many rewards.
f. Rewards should be gien immediately after the performance has ta"en
place, because time delay ma"es them lose their meaning.
g. .a"e sure the reward is something that the employee would li"e.
Personali!ing rewards shows that a company cares enough to discoer
what SinterestsS each employee, rather than #ust distributing generic
items, which might be considered worthless by the employees.
h. +on9cash rewards$
4*%P7s
2ift for not ta"ing more than one off in two months to curb
absenteeism
2iing one 5riday as Fhalf9day7 to the D highest performers
&ertificates of recognition with a nominal cash reward of Rs. 1KKK
for income bands up to E 'PA.
9@
.erchandise 0ouchers =-owling, *hoppers *top, *pa, &lub7s>
.oie Tic"ets
(inner for highest performer along with spouse.
Party for highest performer at the wor" place where subordinates,
colleagues and managers ac"nowledge the contribution.
Points$ *imilar to a fre/uent flyer program, reward winners
accumulate points that can be redeemed
.erchandise, eGample, Tic"ets to a cric"et match
%ne9day acation to Agra or to some resort for top performing
teams.
L4mployee of the .onthM rewards.
i. 4mployees should be allowed to choose a preferred reward from a range
of rewards that we offer them.
#. HR needs to decide whether the rewards programme is being offered as
recognition or as an incentie.
". Rewards programmes should be clearly defined in terms of duration,
eligibility and performance measures. Also, they should not mean an
additional taG burden for the employee.
9B
BIBLIOGRAPHY
1. Pohlmann, T., &ameron, -. < (awe, &. =?KK1, +oember> The Adaptie
8or"force. The 5orrester Report.
?. 3lrich, (aid and 8ayne -roc"ban". The HR 0alue Proposition. Harard -usiness
*chool Press. &ambridge, ?KKD, p 11E.
@. Adams, ,. *. =19ED>. Ine/uity in social eGchange. In '. -er"owit! =ed.>, Adances in
4Gperimental *ocial Psychology. +ew :or"$ Academic Press.
B. (ic"son, 8. ,. =19I@>. Hawthorne eGperiments. In &. Heyel =ed.>, The
4ncyclopaedia of .anagement, ?nd ed. =pp. ?9J9@K?>. +ew :or"$ 0an +ostrand
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D. Robbins, *tephen P. %rgani!ational -ehaiour, 1K
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Prentice Hall ?KKB.
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,ournal of International -usiness *tudies, ?1. ID99@.
I. Her!berg, 5., .ausner, -., < *nyderman, -. -. =19D9>. The .otiation to 8or".
+ew :or"$ ,ohn 8iley < *ons.
J. 1oach, 1. A. =19JI>. 8hat .otiates 4mployeesR 8or"ers and *uperisors gie
(ifferent Answers. -usiness Hori!ons, @K. DJ9ED.
9. .aslow, A. H. =19B@>. A Theory of Human .otiation. Psychological Reiew, ,uly
19B@. @IK9@9E.
1K. *"inner, -. 5. =19D@>. *cience and Human -ehaior. +ew :or"$ 5ree Press.
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11. 0room, 0. H. =19EB>. 8or" and motiation. +ew :or"$ 8iley.
1?. .c2regor, (. The Human *ide of 4nterprise. +ew :or"$ .c2raw9Hill, 19EK.
1@. .c&lelland, (. The Achieement .otie. +ew :or"$ Appleton9&entury9&rofts,
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1B. At"inson, ,. 8., < 5eather, +. T. =19IB>. A theory of achieement motiation.
Huntington, +.:.,$ R. 4. 1rieger Pub. &o.
1D. 'ee, (aid. .otiating 4mployees The 5ad95ree 8ay. Publication of the +ortheast
HR Association, *pring, ?KKD
1E. http$AAhumanresources.about.comAodAmotiationrewardretentionA4mployeeT.otiati
onTRecognitionTRewardsTRetention.htm
1I. http$AAwww.csb.go.h"Ah"gcsbAhrmAe9motiationAe9why.htm
1J. http$AAhbsw".hbs.eduAarchieA@[email protected] 999U C2etting a Handle on 4mployee
.otiationC by Anne 5ield
)1; http:66retention;naukrihub;com6what$makes$employees$leave;html
*(; www;hi7h retention ;com6
*); http:66www;cs;state;ny;us6successionplannin76work7roups6Retention6employeeretentionrepor
t;pdf
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*+; en;wikipedia;or76wiki6>otivation
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9E
%PPE?;I@
QUESTIONNAIRE
)1. 8hich one of the following actions is li"ely to motiate Pea" performers in
I%&'R
a> -ench mar"eting b> )uality &ircles
c> .ore .oney d> A mutual mission
)?. In your opinion which condition for high motiation leels in I%&' is usedR
1> Autonomy ?> 'earning @> Team wor"
)@. In your opinion pay chec"s < other cash incenties facts which of the following
motiational test.
a> Aailability b> Reersibility
c> 0isibility d> (urability
)B. In I%&' which reward many gie rise to more effectie eGtrinsic motiations.
b> The commitment of #ob it self
b> Recognition < feedbac" from co, wor"ers, superisors < &ustomers
c> Accomplishing goals that the challenging < meaningful
)D. 8hich of the following motiations are li"ely to be intrinsic in I%&'R
a> Pride informing eGcellent
b> The incitement < pleasure
c> (esign to eGceed one7s premium
9I
d> Achieement of deep seated alue
)E. In I%&' the phenomenal leel of employee commitment, productiity < een
loe is based on productiity een loe is based on principles of
1> &apture the hearts < minds of all your employees
?> %pen communication between all leels of your organi!ation
@> &reate partnership between all employees built upon trust, e/uality <
sharing.
Are you satisfied a> :es b> +o
)I. The rewarding components of #obs structure in I%&' consists of
1> *"ill ariety ?> Tas" identity
@> Tas" significance B> Antinomy
Are you satisfied a> :es b> +o
)J. In your opinion the goals of pea" performance employees are
1> To understand < modern self motiation
?> To learn all they can bout how to motiate pea" performance
@> To gie their people sufficient reasons to want eGcel
B> To after special assistance to standard performers but to stay out of the
may of peal performers unless they as" for help
)9. In your opinion does grading systems motiates an employee to gie their best
1> :es ?> +o
9J
1 ? @ B D E I J 9 1K
K K K K K K K K K K
)1K. .oney is not only means of satisfying the economic needs but also a measure of
one7s power, prestige, independence < happiness, independence < happiness
1> Agree b> (isagree
)11. 8hat motiates an employee is most to retain in an organisation
a> -onus b> Incenties c> Reward
)1?. In your opinion is promotion a ma#or component in" retaining an employeeR
1> Agree ?> disagree
@> *trongly agree B> *trongly disagree
)1@. I%&' gies #ob security to their employees, how much this strategy helps in
training employee.

)1B. In I%&' different types of bonus are used as retention strategies which one is
effectie in your opinions.
1> *pot bonus award
?> +on ash bonus
@> Holiday bonus
B> *ales &ommission
99
)1D. In your opinion helps an organi!ation to retain any employees at last moment
1> Ris" analysis
?> )uit Interiew
c> Rewards
)1E. I%&' uses three plants to motiate an employee to retain in their organisation i.e.
a> -onus Plan b> &ommission Plan c> Incentie
Plan
H Tic" the best one
)1I. I%&' was uses different reward programmes, which is effectie in motiating an
employee to retain.
1> 0ariable pay ?> Profit *haring @> Incentie Plan
H Tic" the best one
)1J. (oes #obs rotation helps in retaining an employees
a> :es b> +o
)19. Performance Appraisal motiations a person to gie his best but does it
demotiates a person to wor"
a> :es b> +o
)?K. 8hat motiates you to retain in I%&'
a> &ompany +ame
b> *alary Pac"age
1KK
c> 4mployee loyalty
)?1. 1indly tic" the areas where you feel more training should be proided to
employee reduce attraction rate
a> &apacity -uilding
b> Tas" Related
c> .otiational
d> %rgani!ational 4thics

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