Micro-Project Proposal Micro Project

for information about

Employee Motivation & Productivity
Aims of the Micro-Project

a) To create various types of report and get more knowledge about how to make report. We have
chosen this micro project to get knowledge about Employee Motivation & Productivity.

b) Because of the micro project now we have get deep knowledge.

Course Outcomes Addressed
a) Use basic management principles to execute daily activities.
b) Apply principles of safety management in all activities.
c) Understand various provisions of industrial acts.

3.0 Proposed Methodology

Collect the information of all the Employee Motivation & Productivity with its Working. The Employee
Motivation & Productivity also include the methodology and various info. detail.
I searched the micro project topics related to subject. Then selected micro project title. After selection
of topic searched and collected information related to selected topic. Then completed proposal of micro
project.

4.0 Action Plan

Sr.No Details of activity Planned Planned Name of Responsible

. Start Date Finish date Team Members

Decide individual micro project 25/03/2021 30/03/2021 Gaurav Ugale

1

Search micro project topics related 30/03/2021 03/04/2021 Gaurav Ugale

2 To subject.

3 Selection of micro project title 03/04/2021 07/04/2021 Gaurav Ugale

Search 07/04/2021 15/04/2021 Gaurav Ugale

4 information
related to selected
topic
 15/04/2021 23/04/2021 Gaurav Ugale
5 Collect information related to
selected topic

Completion of micro project topic 23/04/2021 30/04/2021 Gaurav Ugale

6
Proposal
30/04/2021 06/05/2021 Gaurav Ugale
7 Analyze collected data For
micro-Project report.
06/05/2021 13/05/2021 Gaurav Ugale
8 Finalize collected data For
micro-Project report.
13/05/2021 20/05/2021 Gaurav Ugale
9 Finalize Design & flow of
Implementation
20/04/2021 27/05/2021 Gaurav Ugale
10 Flow of Implementation

27/05/2021 02/06/2021 Gaurav Ugale

11 Implementation of report.
02/06/2021 07/06/2021 Gaurav Ugale

12 Report preparation

07/06/2021 14/06/2021 Gaurav Ugale

13 Finalization of report

20/06/2021 20/06/2021 Gaurav Ugale

14 Submission of report

Names of Team Members with Roll Nos. Roll No.

1. Ugale Gaurav Anil 67

(To be Approved by the concerned teacher)

****************
 A
PROJECT REPORT

ON
“EMPLOYEE MOTIVATION AND PRODUCTIVITY”
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
AWARD OF

DIPLOMA IN
COMPUTER ENGINEERING

SUBMITTED TO
MAHARASHTRA STATE BOARD OF TECHNICAL EDUCATION,
MUMBAI

SUBMITTED BY

Name of Student Enrollment Number

Ugale Gaurav Anil 1909920123

GUIDED BY
(Prof. Tannu R.R.)

SAMARTH POLYTECHNIC, BELHE

 SAMARTH POLYTECHNIC, BELHE

CERTIFICATE
This is to certify that the project report entitled “EMPLOYEE MOTIVATION AND
PRODUCTIVITY” Was successfully completed by Student of Sixth semester Diploma in
computer engineering.

Ugale Gaurav Anil

In partial fulfillment of the requirements for the award of the Diploma in Computer
engineering and submitted to the Department of Computer of Samarth Polytechnic,
Belhe work carried out during a period for the academic year 2020-21 as per
curriculum .

Prof. Tannu R.R. Prof. Pokharkar M.S. Prof. Kapile A.S.

(Subject Teacher) (H.O.D) (Principal)

 ACKNOWLEDGMENT
This project is done as a Sixth semester project, as a part course titled “EMPLOYEE MOTIVATION AND
PRODUCTIVITY”.

I am really thankful to our course the Principal Prof. Kapile A. S. and the HOD Prof. Pokharkar M.S. Samarth
Polytechnic, Belhe for his invaluable guidance and assistance, without which the accomplishment of the task
would have never been possible.
I also thank Prof. Tannu R.R. for giving this opportunity to explore into the real world and realize the
interrelation without which a Project can never progress. In our present project I have chosen the topic-
“EMPLOYEE MOTIVATION AND PRODUCTIVITY”.

I also thankful to parents, friend and all staff of Computer engineering department, for providing us relevant
information and necessary clarifications, and great support.

Ugale Gaurav Anil

 INDEX

Sr.No. Name of Chapter Page No.

Chapter 1 Synopsis 1

Chapter 2 ABSTRACT 2

Chapter 3 Introduction 3

Chapter 4 Employee Motivation 8

Chapter 5 Theories of Motivation & Productivity 12

Chapter 6 Conceptual Framework 15

Chapter 7 MANAGERIAL IMPLICATIONS 17

Chapter 8 Concept of Motivation & Productivity 20

Chapter 9 Factors affecting Employees’ motivation 22

& productivity

Chapter 10 Conclusion 26

Chapter 11 References 27
 Employee Motivation & Productivity

CHAPTER 1

SYNOPSIS

1.1 Project Title

Employee Motivation & Productivity

1.2. Project Option

None

1.3. Internal Guide

Mr.Tannu R.R

1.4. Problem Statement

Employee Motivation & Productivity

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 Employee Motivation & Productivity

CHAPTER 2

ABSTRACT

A substantial body of theory and empirical evidence exists to attest to the fact that motivation
and productivity are concepts which have been subjects of immense interest among researchers
and managers. The objective of this paper is to conduct a literature review and analysis on
theories and empirical evidence on the relationship between employee motivation and
organizational productivity with a view to drawing important lessons for managerial practice.

To achieve this, the paper conducted a review of some of the key theories and empirical studies
on motivation and its impact on employee productivity drawing experiences from diverse
organizational settings in Nigeria and several other countries. The study revealed that there are
different factors to consider in motivating employees: some monetary or financial such as pay
and others are non-financial like recognition and challenging jobs. Important implications are
presented for managerial practice The study investigates the Impact of Employee Motivation on
Organisation Productivity of selected handloom firms in State of Kerala. The majority of
organizations are competing to survive in this volatile and fierce market environment.
Motivation and performance of the employees are essential tools for the success of any
organization in the long run. On the one hand, measuring performance is critical to
organization’s management, as it highlights the evolution and achievement of the organization.
On the other hand, there is a positive relationship between employee motivation and
organizational effectiveness, reflected in numerous studies. The literature shows that factors
such as empowerment and recognition increase employee motivation. If the empowerment and
recognition of employees is increased, their motivation to work will also improved.

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 Employee Motivation & Productivity

CHAPTER 3

INTRODUCTION

3.1-
Employee motivation is the level of energy, commitment, and creativity that a company's
workers bring to their jobs. Whether the economy is growing or shrinking, finding ways to
motivate employees is always a management concern. Competing theories stress either
incentives or employee involvement (empowerment). Employee motivation can sometimes be
particularly problematic for small businesses. The owner has often spent years building a
company hands-on and therefore finds it difficult to delegate meaningful responsibilities to
others.

Nevertheless, just a few organizations consider the human capital as being their main asset,
capable of leading them to success or if not managed properly, to decline. If the employees are
not satisfied with their jobs and not motivated to fulfill their tasks and achieve their goals, the
organization cannot attain success.

Motivation and productivity are concepts which have been subjects of immense interest among
researchers and practitioners. Both concepts have been defined in a variety of ways by several
scholars. If we have to review the definitions, the paper will be unnecessarily long and boring.
Therefore, we have adopted the approach of describing what we mean by these two terms and
proceeding to discuss the issues with the understanding that the descriptions will serve the
purpose of definitions.

By motivation here we mean the way and manner in which an individual or group of individuals
are inspired to behave in a desired manner with a view to receiving some positive rewards or to
satisfy certain human needs. To be motivated is to do something which is different; to be
inspired to go beyond the call of duty. That is to do more than you have to do not because you
are told to but because you want to. The concept of productivity is one of the most fashionable
and frequently used in the domain of management today. It is described as the optimal
utilization of resources in the production of goods and rendering of services that meets
predetermined objectives.

Samarth Polytechnic, Belhe Page 3

3.1.1- Definition:
“motivation is the complex forces starting and keeping a person at work in an organization
. Motivation is something that moves the person to action, and continues him in course of
action already initiated”.

“ motivation refers to the way in which urges, drives, desires, aspirations, strives, or needs
direct, control or explain the behaviour of human beings”.

Motivation can be defined in a variety of ways, depending on whom you ask. If you ask
someone on the street, you may get a response like, ‘’it’s what drives us’’ or ‘’motivation
is what makes us to do the things we do .’’ as far as a formal definition, motivation can
be defined as ‘’forces within in an individual that account for the level, direction, and
persistence of effort expended at work,’’ according to schemer horn, et al . This is an excellent
working definition for use in business.

In order to understand the concept of motivation, we have to examine three terms :

motive, motivating and motivation and their relationship.

3.1.2- Study:
The purpose of study is to identify the type of motivation most suited for higher
productivity and methods usually adopted for measuring employee’s motivation.
To study the factors affecting the individual performance.

Motive: based on the Latin word mover, motive (need) has been defining s follow;
“A motive is an inner state that energies, actives, or moves (hence motivation), and that directs
behaviour towards goals.

There is a difference between needs and wants. It is necessary to know the difference
Between those two terms for every employee. Needs are more comprehensive and include
Desires both physiological needs like social needs, recognition needs, etc, which do not fall
under wants.
 Employee Motivation & Productivity

3.1.3- Motivating:
Motivation is the term which implies that one person in the organization context, a manager,
induces anther, say employee to engage in action (work behaviour) by ensuring that a channel to
satisfy the motive become available and accessible to the individual in addition.

To channel zing the strong motive in a direction that is satisfying t both the organization and
the employers the manger can also active the latest motivation in individuals and harness them
in a manner that would be function for the organization.

3.1.4- Motivation:
While a motive is engineer of action motivation is the canalization and activation of
Motives motivation is the work behaviour itself. Motivation depends on motives and motivating
therefore, it becomes a complex process.

Fig 1: relationship between motive, motivating and motivation

Motive Motivating Motivation

Activating needs and Engagement in work

Providing need satisfaction

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 Employee Motivation & Productivity

3.1.5- Nature of motivating:

Based on the definition of motivation, we can derive its nature relevant for human behaviour in
organization.
Following characteristics of motivation clarify its nature:

3.1.6- Basedon motives:

Motivation is based on individual’s motives which are internal to the individuals. These motives
are in the form of feelings that the individual lacks something. In order to overcome this feeling
of laciness, the e mployee tries to behave in a manner which helps in overcoming this feeling.

3.1.7- Affected by motivating:

Motivation is affected by way the individual is motivated. The act of motivating channelizes
need satisfaction. Besides, it can also activate the latent needs in the individual, that is, the needs
that are less strong and somewhat dormant, and harness them in a manner that would be
functional for the organization.

3.1.8- Goal-directed behaviour:

Motivation leads to goal directed behaviour. A goal-directed behaviour is one which satisfies
the causes for which behaviour take place. Motivation has profound influence on human
behaviour; in the organizational requirements.

3.1.9- Related to satisfaction:

Motivation is related to satisfaction. Satisfaction refers to the contentment experiences of an
individual which he drives out of need fulfilment. Thus, satisfaction is a consequence of rewards
and punishments associated with the past experiences. It provides means to analyze outcomes
already experienced by individual.

3.1.10- Persons motivated in totality:

A person is motivated in totality and not in part. Each individual in the organization is a self-
contained unit and his needs are interrelated. These affect his behaviour in different ways.
Moreover, feelings of needs and their satisfaction is a continuous process. As such, these create
continuity in behaviour.

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 Employee Motivation & Productivity

3.2.1- Motivation and behaviour:

Motivation causes goal- directed behaviour. Felling of a need by an individual generates a
feeling that he lacks something. This lack of something creates tension in the in of the
individual. Since the tension is not an ideal state of mind, the individual tries to overcome this
by engaging himself in an behaviour through which he satisfies his needs. Goal – directed
behaviour leads to goal fulfilment and the individual succeeds in fulfilling his needs and there
by overcoming his tension in the favourable environment. Satisfaction is one need leads to
feeling of another need, either same need after the lapse of certain time or different need and
goal – directed behaviour goes on. Thus, goal – directed behaviour is a continuous process.

3.2.2- Aggression:
A more common reaction to frustration is aggression, an act against someone or something. An
employee being denied a promotion may become aggressive and verbally berate his supervisor.

3.2.3- Motivation and performance

Motivation is necessary for work performance because if people do not feel inclined to engage
themselves in work behaviour, they will not put in necessary efforts to perform well. However,
performance of an individual in the organization depends on a variety of factors besides
motivation. Therefore, it is desirable to identify various factors which affect individual
performance and the role that motivation plays.

Motivation

Role
Ability
Perception

Performance Reward

Sense of

Competence

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 Employee Motivation & Productivity
CHAPTER 4

Employee Motivation

4.1- FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:

4.1.1- The main functions of human resource management are classified into two categories:
(a) Managerial Functions and (b) Operative Functions Managerial Functions:

4.1.2 - Following are the managerial functions of Human Resources Management.

Planning:
The planning function of human resource department pertains to the steps taken in determining
in advance personnel requirements, personnel programmes, policies etc. After determining how
many and what type of people are required, a personnel manager has to devise ways and means
to motivate them.

Samarth Polytechnic, Belhe Page 8

Organisation:
Under organisation, the human resource manager has to organise the operative functions by
designing structure of relationship among jobs, personnel and physical factors in such a way so
as to have maximum contribution towards organisational objectives. In this way a personnel
manager performs following functions :

 Preparation of task force; Allocation of work to individuals;

 Integration of the efforts of the task force;
 Coordination of work of individual with that of the department.

Directing:
Directing is concerned with initiation of organised action and stimulating the people to work.
The personnel manager directs the activities of people of the organisation to get its function
performed properly. A personnel manager guides and motivates the staff of the organisation to
follow the path laid down in advance.

Controlling:
It provides basic data for establishing standards, makes job analysis and performance appraisal,
etc. All these techniques assist in effective control of the qualities, time and efforts of workers.

4.1.3- Operative function:

The operative functions are those tasks or duties which are specifically entrusted to the human
resource or personnel department. These are concerned with employment, development,
compensation, integration and maintenance of personnel of the organisation.
The operative functions of human resource or personnel department are discussed below:

1) Employment:

The first operative function of the human resource of personnel department is the employment
of proper kind and number of persons necessary to achieve the objectives of the organisation.
This involves recruitment, selection, placement, etc. of the personnel.
Before these processes are performed, it is better to determine the manpower requirements both
in terms of number and quality of the personnel. Recruitment and selection cover the sources of
supply of labour and the devices designed to select the right type of people for various jobs.
Induction and placement of personnel for their better performance also come under the
employment or procurement function.

2) Development:

Training and development of personnel is a follow up of the employment function. It is a duty

of management to train each employee property to develop technical skills for the job for which
he has been employed and also to develop him for the higher jobs in the organisation. Proper
development of personnel is necessary to increase their skills in doing their jobs and in
satisfying their growth need.

For this purpose, the personnel departments will device appropriate training programs. There are
several on- the-job and off-the-job methods available for training purposes. A good training
program should include a mixture of both types of methods. It is important to point out that
personnel department arranges for training not only of new employees but also of old employees
to update their knowledge in the use of latest techniques.

3) Compensation:

This function is concerned with the determination of adequate and equitable remuneration of the
employees in the organisation of their contribution to the organisational goals. The personnel
can be compensated both in terms of monetary as well as non-monetary rewards.
Factors which must be borne in mind while fixing the remuneration of personnel are their basic
needs, requirements of jobs, legal provisions regarding minimum wages, capacity of the
organisation to pay, wage level afforded by competitors etc. For fixing the wage levels, the
personnel department can make use of certain techniques like job evaluation and performance
appraisal.
 4) Human Relations:

Practicing various human resources policies and programmes like employment, development
and compensation and interaction among employees create a sense of relationship between the

individual worker and management, among workers and trade unions and the management. It is
a process of interaction among human beings. Human relations is an rear of management in
integrating people into work situations in a away that motivates them to work together
productively co- operatively and with economic, psychological and social satisfaction. It
includes:

Understanding and applying the models of perception, personality, learning, intra and inter
personnel relations, intra and inter group relations.

 Job satisfaction Motivating the employees Boosting employee morale

 Developing communication skills
 Employee motivation
 CHAPTER 5

Theories of Motivation & Productivity

5.1-
It is adequately documented in the literature that several thinkers from Adam Smith to Abraham
Maslow and others have studied human behaviour from different perspectives – economic,
psychological, behavioural, etc., to understand what motivate people to do the things they do. In
the process, they developed several theories of motivation. This section presents a brief review
of some of the theories and empirical evidences on the relationship between motivation and
productivity. Broadly speaking the theories of motivation can be classified in to content theories
and process theories. The former deals with what motivates and are concerned with identifying
people’s needs and their relative strengths, and the goals they pursue in order to satisfy these
needs. The main content theories include Maslow’s hierarchy needs; Herzberg’s two factor
theory and McClelland’s achievement motivation theory. Process theories on the other hand,
place emphasis on the actual process of motivation. These theories are concerned with the
relationships among the dynamic variables which make up motivation and with how behaviour
is initiated, directed and sustained. Examples are expectancy –based models, equity theory goal
theory and attribution theory.

The most popular theory of motivation in the classical literature is perhaps that of a United
States psychologist, Abraham Maslow’s Hierarchy of Needs Theory. discussed five levels of
employee needs: physiological, safety and security, social, esteem or ego and self- actualizion.
According to this theory, people have many needs which motivate them to work, that those
needs are arranged in a hierarchical manner in such a way that lower level needs (physiological
and safety) had to be satisfied before the next higher level social need would motivate
employees to work hard and increase productivity. The second theory of motivation is the two
factor theory or motivator and hygiene theory developed by Frederick Herzberg. Motivators or
intrinsic factors such asdrive for achievement and advancement, being treated in a caring and
considerate manner and receiving positive recognition are inherent in the job itself and which
the individual enjoys as a result of successfully completing the task, produce job satisfaction and
motivate employees to work harder. Hygiene or extrinsic factors, such as salary, benefits and
job security are external to the task and often determined at the organizational level can lead to
dissatisfaction and lack of motivation if not present in positive degrees, argues that one
important element of Herzberg’s theory is that knowing employee needs can help us motivate
today’s young, ambitious and knowledge and technology-based workers. Given the fact that
these workers already command high paying jobs, we can infer that money or cash rewards
alone does not provide enough of an incentive as a motivator for performance. This implies that
to motivate workers, organizations need to look beyond monetary rewards.

Victor Vroom developed the expectancy theory based on the belief that employee effort will
lead to performance and performance will lead to rewards. Rewards may be either positive or
negative. The more positive the reward the more likely the employee will be highly motivated.
Conversely, the more negative the reward the less likely the employee will be motivated to work
harder.

Another theory is the equity theory of motivation developed in the early 1960’s by J. Stacey
Adams, a psychologist. The theory proposes that a person's motivation is based on what he or
she considers being fair when compared to others.It recognizes that motivation can be affected
through an individual's perception of fair treatment in social exchanges. When compared to
other people, individuals want to be compensated fairly for their contributions to the
organization. A person's beliefs regarding what is fair and what is not can affect his motivation,
attitudes and behaviours which will in turn affect subsequent performance. When applied to the
workplace, equity theory focuses on an employee's work- compensation relationship or
"exchange relationship" as well as that employee's attempt to minimize any sense of unfairness
that might result. According to the theory, underpayment inequity induces anger and distress
while overpayment induces guilt.

Lastly, B.F. Skinner's reinforcement theory states that those employee behaviours that lead to
positive outcomes will be repeated and behaviours that lead to negative outcomes will not be
repeated (Skinner, 1953, as cited in Malik. A reinforcer can therefore be seen as a reward or
incentive to behave in a certain way. Reinforcers may be tangible like food or money and they
can be intangible like approval or praise. The implication is that organizations should reinforce
employee behaviours that lead to positive outcomes and discourage those behaviours that lead to
negative outcomes. This can be achieved through staff training and development, among other
strategies.
5.1.1- Theories on Motivation & Productivity of Transfer

Motivation to transfer was hypothesized in Holton’s et al (2005) model to connect learning with
individual performance change. Motivation to transfer can be described as trainees’ desire to use
the knowledge and skills mastered in the training program on the job. Behavioral change will
likely occur for trainees who learn the material presented in training and desire to apply that new
knowledge or skills to work activities. To support the degree of transfer of training desired, it is
important to understand why individuals choose to apply their knowledge, skills, and attitudes in
their workplace. Several theories of human behavior help us understand and predict behaviors
that contribute to performance at work, as well as clarify the motivation to transfer factor in
Holton’s model. They include the theories of expectancy, equity, and goal setting.
 CHAPTER 6

Conceptual Framework
6.1-
Employee’s Training and Development
Training and development are complementary parts of the same process. They are interlinked
and interdependent, rather than sequential and hierarchical. Training and development is very
crucial to the employees, the organization and their effectiveness (Devi & Shaik, 2012). Staff
training and development can occur simultaneously or complementary, but the two do not
necessarily have direct relations to each other (Comma, 2008). Therefore, training and
development activities are important elements of the human resource management function of
an organization. However, training and development refers to the practice of providing training,
workshops, coaching, mentoring, or other learning opportunities to employees to inspire,
challenge, and motivate them to perform the functions of their position to the best of their ability
and within standards set by local, state, Federal and licensing organization guidelines.

6.1.1- Trade Union

Jones and George (2003) asserted that trade unions exist to represent workers’ interest in
organizations, given the fact that managers have more powers than the rank and file workers and
those organizations have multiple stakeholders. There is always the likelihood that management
might take steps that benefit one set of stakeholders such as shareholders, while hurting another
such as employees. Thus, employees unionize for a number of specific reasons, ranging from
the need for job security or safe work environment. They may also be dissatisfied with some
management policies, while finding it difficult to communicate their concerns to their bosses.
The doctrine of unionism has been in existence from time immemorial.

6.1.2- Organizational performance

According to Farlex (2012), it is the actual output/results of an organisation obtained when
measured against its intended outputs (goals and objectives). Richard et al. (2009) propose that
organizational performance encompasses three specific areas of organizations’ outcomes
financial performance (profits, return on assets, return on investment, etc.); product market
performance (sales, market share, etc.); and shareholder return performance (total shareholder
return, economic value added, etc.), which are the three primary outcomes of corporate
organisations being analyzed. However, production capacity performance is another factor of
analysis for organizations.

6.1.3- Unions role in Employee’s Training

Some empirical literature outlines the role of unions for training of employees. According to
some researches unions are also taking interest in workers training, education and awareness
either pursuing government or employers to arrange training or arranging training programs
themselves to build their skill and enhance the earning capacity of workers (Khan, 2010).
Therefore Aidt and Tzannatos (2001) wrote that unionized workers tend to receive more training
than their non- unionized counterparts, especially company-related training. Similarly a study of
Boheim and Booth (2004) showed positive relations of union recognition with training in
private sector. Altman (2001) develops a theoretical argument for the existence of a positive
union effect by building on the concept of X-inefficiency.
 CHAPTER 7

MANAGERIAL IMPLICATIONS

7.1-

From the preceding section, it becomes clear that each manager or supervisor needs to study his
workers individually and generally in order to come up with adequate measures of motivation.
This calls for a basket of measures to motivate workers. One single measure of motivation is not
likely to work in the diverse circumstances in which we live.
Against this background, the paper provides a selected menu of how to motivate workers to
work harder in order to raise productivity in the work place.
The first far reaching practical implication for management practice is the application of
Maslow’s theory by using employee expectations and lifestyles. It is established that significant
difference exists between lower level needs and higher level needs of employees. According to
Maslow, physiological needs for food, clothing and shelter are the most dominating in a person
while an employee is just starting his career. At this stage if you want to motivate the person,
pay him on time. This is because it is quite clear that at this stage the basic form of motivation is
salary. An average Nigerian worker is motivated when he receives salary alerts especially if he
is expecting some arrears. If that is guaranteed, Management can also consider additional
monetary reward (e.g., productivity bonus) and this can motivate him to increase his
productivity. Another man who has reasonably satisfied the first need but who is now afraid of
losing his job (e.g., pre-mature retirement due to poor performance), can be motivated to put on
more effort and increase productivity on account of that fear. But a person who has reasonably
satisfied the second need now wants acceptance, to love and be loved; you can motivate him to
work harder and increase productivity by providing him with a Staff Club as an easy avenue to
make friends or facilitate membership of social and professional associations subsidized by the
employer.
7.1.1- A man who satisfied this need for love is now looking for esteem which is bred by
accomplishments. The man can be motivated by giving him recognition. A man who has
satisfied this need now needs self-actualization. He aspires to reach his highest potential. This
man can be motivated by giving him assignments that praises his worth, opportunity for career
growth such as promotion, etc.
7.1.2- The second strategy of motivating workers to increase their productivity is to inculcate
the culture of appreciation, praise and recognition for the slightest improvement. This will spur
them into further improvement. The motivator/hygiene theory provides an essential starting
point on which to build a policy of motivating workers. The questions are: which behaviors
should be recognized and how? There are several types of recognition schemes. According to
Thompson and Milsome (2004, as cited in Silverman, 2004:7), there are those schemes that
acknowledge inputs (ideas and efforts) and those that reflect output (such as service delivery or
other forms of successful contributions). In addition, there are schemes that emphasize pro-
social behaviour (such as communication skills, teamwork, etc.) and those that concentrate on
direct benefits to organizational performance (like improvement and customer satisfaction).
The Management of an organization can design, implement and maintain schemes like
“Academic Staff of the Year”, “Administrative Staff of the Year”, and “Department of the
Year”, etc. The assessment needs to be on a continuous basis (throughout the year) and not
necessarily a one off ballot with clearly defined and communicated criteria for recognition like
excellence in teaching, research, mentoring, community service, etc. or any other criteria which
promotes the achievement of the mission and vision of the organization. It is also important to
keep the scheme fresh and constantly updated. Similarly, since the value of recognition scheme
is the attention it receives (Wiscombe, 2002, as cited in Uzonna, 2013:205); there should be a
ceremonial coloration such as a public appreciation in a Departmental meeting or special award
lunch or dinner. The winner can be presented with a trophy, a certificate and even a token cash
award.

7.1.3- Closely associated with this is to give your workers a fine reputation to live up to. “You
are from a family of hard workers” coming from a manager is enough to make the worker try to
prove that he is indeed a handworker from a hardworking family. This will increase efficiency
and productivity.

7.1.4- The third important implication from this study is that Management of organizations
should exercise equity and fairness in administration of financial and non-financial motivation
strategies because equity is at the centre of employee job satisfaction, motivation and increased
productivity. In other words, the Management should use objective and justifiable criteria
(education level, years of experience, special skills, etc.). There is also need for consistency
even with those employees who may be perceived to try the patience of Management.
Management should not ignore the concerns of employees about unfairness or inequities in pay,
promotion, work schedules and other aspects of the human resource systems. Let Management
needs to acknowledge and resolve what it can and explain what it cannot. There is therefore the
need to re-educate and communicate to employee on fairness issues as circumstances demand.
Fourthly, Skinner’s reinforcement theory of motivation appears useful for management in the
area of employee training and development, job design, supervision, quality control, etc.
In the area of supervision of workers, the process of informing employees how they perform is
a form of reinforcement. The supervisor should provide feedback, approval and show personal
interest in various ways to reinforce desired behaviours.
 CHAPTER 8

Concept of Motivation & Productivity

8.1-
Motivation is psychological forces that determine the direction of a person’s behaviour in an
organization, a person’s level of effort and a person’s level of persistence..The concept of
motivation could be broad; however, according to Jones & George (2008), there are three major
components of motivation which are direction, intensity, and persistency.Direction is a goal that
forces an individual to perform an act to achieve it. A goal is chosen consciously or
unconsciously by an individual. There are factors that influence a person in selecting the goal,
including both internal and external factors, and the final goal is the best one chosen among
potential alternatives. The intensity is the level of determination or effort put by an individual in
the process of achieving the goal; how hard an individual has tried, and how much energy, time,
money, or any other mental or physical things have been used during the process to achieve the
goal. Persistence is the ability of an individual to maintainthe motivation through times even
though obstacles may exist.It is not an exaggeration to say motivation is the core to being
successful. A motivated person is likely to willingly put more effort into doing a task and a good
resultis within expectations. When goals are achieved, it drives a feeling of being satisfied and
enjoyment for the employees and creates a positive working attitude in the workplace.
8.1.1- Employee Motivation & Productivity
Among financial, economic and human resources, the latest are more essential and have the
capability to endow a company with competitive edge as compared to others..Employee
performance fundamentally depend on many factors like performance appraisals, employee
motivation, employee satisfaction, compensation, training and development, job security,
organizational structure and others, but the area of study is focused only on employee
motivation as this factor highly influence the performance of employees. Employee motivation
is one of the policies of managers to increase effectual job management amongst employees in
organizations . A motivational employee is responsive of the definite goals and objectives
he/she must achieve, therefore he/she directs its effort in that direction. Rutherford (1990)
reported that motivation formulates an organization more successful because provoked
employees are constantly looking for improved practices to do a work. Getting employees to do
their best work even in strenuous circumstances, isone of the employees most stable and greasy
challenges and this can be made possible through motivating them.
 CHAPTER 9

Factors affecting Employees motivation & productivity

9.1-
Employees want to earn reasonable salary and payment, and desire their workers to feel that is
what they are getting.Money is the fundamental inducement; no other incentive or motivational
technique comes even close to it with respect to its influential value. It has the supremacy to
magnetize, maintain and motivate individuals towards higher performance. Frederick Taylor
and his scientific management associate described monet as the most fundamental factor in
motivating the industrial workers to attain greater productivity . Research has suggested that
reward now cause satisfaction of the employee which directly influences performance of the
employee. Rewards are a management tool that hopefully contributes to firms’ performance by
influencing individual or group behavior. All businesses use pay, promotion, bonuses or other
types of rewards to motivate and encourage high level performances of employees (Reena et al,
2009). To use salaries as a motivator effectively, managers must consider salary structures
which should include importance organization attach to each job, payment according to
performance, personal or special allowances, fringe benefits, pensions and so on (Adeyinka et
al, (2007). Leadership is all about getting things done the right way, to do that you need people
to follow you, you need to have them trust you. And if you want them to trust you and do things
for you and the organization, they need to be motivated.

9.1.1- Theories imply that leader and followers raise one another to higher levels of morality
and motivation .Motivation is purely and simply a leadership behavior. It stems from wanting to
do what is right for people as well as for the organization. Leadership and motivation are active
processes. Empowerment provides benefits to organizations and makes sense of belonging and
pride in the workforce. In fact, it builds a win-win connection among organizations and
employees; which is considered an ideal environment in numerous organizations and their
employees. Empowering can flourish virtual human capacities. Empowered employees focus
their job and work-life with additional importance and this leads to constant progress in
coordination and work procedures. Employees execute their finest novelties and thought with
the sense of belonging, enthusiasm, and delight, in empowered organizations. Adding up, they
work with a sense of responsibility and prefer benefits of the organization to theirs.
9.1.2- Empowerment
Empowerment is the process of enabling or authorizing an individual to think, behaves, take
action, and control work and decision making in autonomous ways. It is the state of feeling self-
empowered to take control of one’s own destiny. Empowerment rules as a development strategy.

Along with motivation job design, empowerment is also used as a technique for motivation.
Most of work organizations have a number of employees who believe that they are dependent
on others and their own efforts have little impact on the performance. Sense of this powerless
creates frustration in employees and they start developing feeling that they cannot perform
successfully or make meaningful contributions. In order to overcome this feeling of employees
and involving them in their jobs, the idea of empowerment has been introduced. The basic those
of empowerment have emerged from the proponents of total quality management (TQM) which
has gained acceptance throughout the world.

In Webster’s dictionary, the verb empowers means to give the means, ability of authority”.
Thus, empowerment in work setting involves giving employees the means, ability and authority
to do something.

9.1.3- Newsroom and Davis have defined empowerment as follows

“Empowerment is any process that provides greater autonomy through the sharing of relevant
information and the provision of control over factors affecting job performance.”
“Empowerment helps remove the conditions that cause powerlessness while enhancing
employee feeling of self-efficacy.”

There are five approaches which have been suggested for empowerment:

 Helping employees achieve job mastery – giving training, coaching, and guided
experience that are required for initial success.

 Allowing more control – giving employees descry travel section over job performance
and making them accountable for the performance outcomes.
 Employee Motivation & Productivity

 Providing successful role models – allowing them to observe peers who are
performing successfully on the job.

 Using social reinforcement and persuasion – giving praise, encouragement, and verbal
feedback to raise confidence.

 Giving emotional support – reduction of stress and anxiety through better role present
travel section, task assistance, and personal care.

 When managers use these approaches, employees develop a feeling that their jobs are
important and they contribute meaningfully for the achievement o f organizational
effectiveness.

This feeling contributes positively to the use of skills and talents in job performance as shown in
figure:

Empowerment Perception of Better

Job mastery Empowerment Performance

More self-control

Fig : empowerment and its effect

Samarth Polytechnic, Belhe Page 24

 Employee Motivation & Productivity

9.1.4- Top 10 principles of employee empowerment:

These are the most important principles for people in a way that reinforces employee
empowerment, accomplishment, and contribution. These management actions enable both the
people who work with you and the people who report to you to soar.

1. Demonstrate, you value people

Your regard for people shines through in all of your actions and words. Your facial expression,
your body language, and your words express what you are thinking about the people who report
to you. Your goal is to demonstrate your appreciation for each person’s unique value. No matter
how an employee is performing on their current task, your value for the employee as a human
being should never falter and always be visible.

2. Share leadership vision

Help people feet that they are part of something bigger than themselves and their individual job.
Do this by making sure they know and have access to the organization’s overall mission,
vision, and strategic plan.

3. Share goals and direction

Share the most important goals and direction for your group. Where possible, either make
progress on goals measurable and observable, or ascertain that you have shared your pictures of
a positive outcome with the people responsible for accomplishing the results.

4. Trust people
Trust the intention of people to do the right thing, make the right decision, and make choices
that, while may be not exactly what you would decide, still work.

5. Provide information for decision making

Make certain that you have give people, or made sure that they have access to, all of the
information they need to make thoughtful decisions.

6. Delegate authority and impact opportunities, not just more work

Doesn’t just delegate the drudge work; delegate some of the fun stuff, too. You know, delegate

Samarth Polytechnic, Belhe Page 25

the important meetings, the committee memberships that influence product development and
decision making, and the projects that people and customers notice. The employee will grow
and develop new skills. Your plate will be less full so you can concentrate on contribution. Your
reporting staff will gratefully shine-and so will you.

7. Provide frequent feedback

Provide frequent feedback so that people know how they are doing. Sometimes, the purpose of
feedback is reward and recognition. People deserve your constructive feedback, too, so they can
continue to develop their knowledge and skills.

8. Solve problems: don’t pinpoint problem people

When a problem occurs, ask what is wrong with the work system that caused the people to fail,
not what is wrong with the people. Worst case response to problems? Seek to identify and
punish the guilty.

9. Listen to learn and ask questions to provide guidance

Provide a space in which people will communicate by listening to them and asking them
questions. Guide by asking questions, not by telling grown up people what to do. People what
to do. People generally know the right answers if they have the opportunity to produce them.
When an employee brings you a problem to solve, ask, “what do you think you should do you
should do to solve this problem?”
Or, ask, “what action steps do you recommend?” Employees can demonstrate what they know
and grow in the process.

10. Help employees feel rewarded and recognized for empowered behaviour
When employees feel under-compensated, under-titled for the responsibilities they take on,
under- noticed, under-praised, and under – appreciated, don’t expect results from employee
empowerment. The basic needs of employees must feel met for employee’s empowerment.
 CHAPTER 10

CONCLUSION

Recognition and empowerment play an essential part in enhancing employee motivation

towards organizational tasks. By appreciating the employees for their work done and giving
them participation in decision making, internally satisfies them with their job, organization and
organizational environment. Thus their enthusiasm and motivation towards complishment of
tasks increases. Thus it is concluded that appreciation and recognition of employees and
employees’ tasks fulfilment stimulates them towards working with more energy and dedication
to the organization. The motivated employees’ works best in the interest of the organizations
which leads them towards growth, prosperity and productivity. Thus the employee motivation
and organizational effectiveness are directly related,

It is however important to point out scope for further studies as a way forward in advancing
research in this area in order to address some of the limitations highlighted. Empirical research
needs to be conducted to examine the role of non-financial strategies of motivation especially
those that appeal to employees’ higher level needs such as ego (esteem) and self- actualization.
This can be achieved by collecting data and testing hypotheses especially in organizations with
relatively robust pay and benefits such as the oil and gas industry in Nigeria and other
technology-based organizations. This is important for research in this area for at least three
reasons: First, it will help us understand the notion that money is not everything when it comes
to motivating a certain category of employees and also that non cash rewards appeal to
employees on a personal level. Secondly, non-cash rewards are important practices in
organizations across the globe with astounding results .The third reason is the current recession
in the Nigerian economy which calls for cost reduction and as demonstrated in the paper, non-
cash rewards are not only memorable but cheaper or cost effective as well. This will further our
understanding of the role of non-financial rewards in motivating employees to higher
productivity.
 CHAPTER 11

REFERENCES

 ALDamoe, A. M., Yazam, M. & Ahmed, B. K. (2012). The mediating effect of HRM
outcomes (employee retention) on the relationship between HRM practices and
Organizational Performance. International Journal of Human Resource Studies. 2(1),
2162-2068.
 Altman, M. (2001) Worker Satisfaction and Economic Performance. Armonk, New
York: M.E.Sharpe Publishers.
 Anyanwu, U. (2002). Productivity and capacity building. Proceedings of the 9th Annual
Conference of the Zonal Research Units, Gateway Hotel, Abeokuta, 12-16 June.
 Cook and Hunsaker, (2001).
 Assam, A. P. (2002). Motivation and job satisfaction. (Unpublished Masters’ Thesis,
University of Lagos, Nigeria.)
 Banjoko, S. A (2010). Human resources management. Lagos: Saban Publishers.
 Bartram, S. & Gibson, B. (2000). The training needs analysis toolkit, 2nd ed. Amherst,
MA: HRD Press, Inc.
 Basset-Jones, N. & Lloyd, G. C. (2005), Does herzberg’s motivational theory have
staying power? Journal of Management Development, 24(10),57-56.
 Adams, J. S. (1963). Towards an Understanding of Inequity. Journal of Abnormal and
Social Psychology, 67, 422-436.
 Aibievi, S. (2014). Training as an Essential Productivity in Organizations: Uniben in
Focus. Current Research Journal of Social
 Aremu, I. (2017, May 20). https://www.dailytrust.com.ng/news/labour/-the-key-to-
economy- recovery-is-motivated-and-skilled-workforce/189972.html
 Bawa, M.A. & Jantan, M. (2005). Human Resource Practices as Determinants of
Employee Turnover: An Empirical Investigation. Asian Academy of Management
Journal, 10(2), 69-78.
 Griffeth, R. W.. & Gaertner, S. (2001). A Role for Equity Theory in the Turnover
Process: An Empirical Test. Researchgate. Retrieved on April 14, 2017
from https://www.researchgate.net/publication/211386914.
 ANNEXURE II

Evaluation Sheet for Micro Project

Academic Year :- 2020-21 Name of Faculty :- Diploma in Computer Engineerring

Course :- Management Course Code :- 22509 Semester :- VI

Title of Project :- Employee Motivation & Productivity

Cos addressed by the Micro Project :-

1. Use basic management principles to execute daily activities.

2. Apply principles of safety management in all activities.
3. Understand various provisions of industrial acts.

Major Learning Outcomes achieved by students by doing the project :-

a) Practical Outcomes…………………………………………………………………

b) Unit Outcomes in Cognitive domain ………………………………………………

c) Outcomes in Affective Domain

…………………………………………………………………………………………
………………………………………………………………………………………

Comments /suggestions about team work/leadership/inter-personal communication (if any)

………………………………………………………………………………………………………
………………………………………………………………………………………………………

Marks out of 6 Marks out of 4

Roll for for
No. Student Name performance performance Total Out
in group in oral / of 10
activity presentation
(D5 Col.8) (D5 Col.9)
67 Ugale Gaurav Anil

Prof. Tannu R.R.

(Name & Signature of Faculty)