A

SYNOPSIS ON

“MOTIVATION PRACTICES”

AT

“HERO MOTOCORP PVT LTD”

Submitted in partial fulfillment of the requirement for the award of the

MASTER OF BUSINESS ADMINISTRATION

BY

SHRUTHI DIWAN

H.T NO: 1422-21-672- 233

Department of management studies

CSI INSTITUTE FOR P.G. STUDIES

(Affiliated to Osmania University)

EAST MARREDPALLY, SECUNDERABAD, TELENGANA

2021-2023
 INTRODUCTION

Human resources management is primarily concern with the people management. It Is

a crucial subsystem in the process of management. The success or of the organization not
only depends on the material, machines and equipment but also on the personnel who put in
their best efforts for efficient performance of the job.

Human resources management is the management of employees skills, knowledge, talents

aptitudes, creative abilities etc.

DEFINATION:

Human resources can be thought of as the total knowledge, talents aptitudes, creative abilities
of an organization work force as well as the value, attitude and beliefs of the individuals
involve.
-LEONC.MEGGINSON.

Personnel management effectively describes the process of planning and directing the
application development and utilization of human resources in employment.

-DALE YODER

Personnel management is the process of attracting, holding, motivating, and people involving
all managers, line and staff

-DUNN & STEPHEN

Motivation
Motivation is literally the desire to do things. It's the difference between waking up before
dawn to pound the pavement and lazing around the house all day. It's the crucial element in
setting and attaining goals—and research shows you can influence your own levels of
motivation and self-control. So figure out what you want, power through the pain period, and
start being who you want to be.
Motivation

1. Consequences – Never use threats. They’ll turn people against you. But making people
aware of the negative consequences of not getting results (for everyone involved) can have a
big impact. This one is also big for self motivation. If you don’t get your act together, will
you ever get what you want?

2. Pleasure – This is the old carrot on a stick technique. Providing pleasurable rewards
creates eager and productive people.

3. Performance incentives – Appeal to people’s selfish nature. Give them the opportunity to
earn more for themselves by earning more for you.

4. Detailed instructions – If you want a specific result, give specific instructions. People
work better when they know exactly what’s expected.

5. Short and long term goals – Use both short and long term goals to guide the action
process and create an overall philosophy.

6. Kindness – Get people on your side and they’ll want to help you. Piss them off and they’ll
do everything they can to screw you over.

7. Deadlines – Many people are most productive right before a big deadline. They also have
a hard time focusing until that deadline is looming overhead. Use this to your advantage by
setting up a series of mini-deadlines building up to an end result.

8. Team Spirit – Create an environment of camaraderie. People work more effectively when
they feel like part of team — they don’t want to let others down.

10. Recognize achievement – Make a point to recognize achievements one-on-one and also
in group settings. People like to see that their work isn’t being ignored.

11. Personal stake – Think about the personal stake of others. What do they need? By
understanding this you’ll be able to keep people happy and productive.
12. Concentrate on outcomes – No one likes to work with someone standing over their
shoulder. Focus on outcomes — make it clear what you want and cut people loose to get it
done on their own.

13. Trust and Respect – Give people the trust and respect they deserve and they’ll respond
to requests much more favorably.

14. Create challenges – People are happy when they’re progressing towards a goal. Give
them the opportunity to face new and difficult problems and they’ll be more enthusiastic.

15. Let people be creative – Don’t expect everyone to do things your way. Allowing people
to be creative creates a more optimistic environment and can lead to awesome new ideas.

16. Constructive criticism – Often people don’t realize what they’re doing wrong. Let them
know. Most people want to improve and will make an effort once they know how to do it.

17. Demand improvement – Don’t let people stagnate. Each time someone advances raise
the bar a little higher (especially for yourself).

18. Make it fun – Work is most enjoyable when it doesn’t feel like work at all. Let people
have fun and the positive environment will lead to better results.

19. Create opportunities – Give people the opportunity to advance. Let them know that hard
work will pay off.

20. Communication – Keep the communication channels open. By being aware of potential
problems you can fix them before a serious dispute arises.

21. Make it stimulating – Mix it up. Don’t ask people to do the same boring tasks all the
time. A stimulating environment creates enthusiasm and the opportunity for “big picture”
thinking.
NEED OF THE STUDY:

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their
job. When satisfaction is not found, the person becomes less productive and eventually quits
or is fired. Achievement, advancement, recognition, growth, responsibility, and job nature are
internal motivators. These are the last two levels of "Howletts Hierarchy." They occur when
the person motivates themselves (after external motivation needs are met.) An employer or
leader that meets the needs on the "Howletts Hierarchy" will see motivated employees and
see productivity increase. Understanding the definition of motivation, and then applying it, is
one of the most prevalent challenges facing employers and supervisors. Companies often
spend thousands of dollars each year hiring outside firms just to give motivation seminars.
SCOPE OF THE STUDY:

 The scope is very limited because attitude of the people change according to the time.

 The study is confined and relevant only to HERO MOTOCORP PVT LTD. not
applicable to any organization.
 The study covers motivational practices in HERO MOTOCORP PVT LTDat
various levels of employees.
 The study assists the management in determining the decision regarding the
performance of the employee.
 The study is restricted to both Hyderabad and Ranga Reddy Dist and that to among

100 respondents.

 The study is conducted for 45 days.

OBJECTIVES OF THE STUDY:

1. To analyze and examine the effectiveness of Motivation programmers in HERO

MOTOCORP PVT LTD

2. To assess how often training programmers are conducted and how much are the
employees satisfied.

3. To study to what extent the training programmers are applicable to their jobs.

4. To study the employee’s opinion on the Motivation in HERO MOTOCORP

PVT LTD
 RESEARCH METHODOLOGY:

(Both Primary source of data and Secondary source of data)

Primary Source: Discussions with plant staff, Interviews, Questionnaire

administered.

The questionnaire prepared by April G Henkel, Cherryl Repp Begin and Judith F
Vogt with a few modifications is adapted to elicit opinions of Management staff.

Secondary Source: Journals Magazines and articles from prominent newspapers.

Population and Sample: There are 185 Officers & IInd class employees and
100 Managerial staff .The questionnaire is administered to 100 Officers and IInd class
employeey staff and 100 Managerial staff (The questionnaire has been administered
to Managerial staff at Units. The questionnaire has been sent through E mail to all
these staff and the replies were also received through e mail)
Cognitive dissonance theory

Suggested by Leon Festinger, this occurs when an individual experiences some degree
of discomfort resulting from an incompatibility between two Cognitions. For
example, a consumer may seek to reassure himself regarding a purchase, feeling that
another decision may have been, in That if a person has a very strong interest in one
of the 6 Holland areas, then obtaining outcomes in that area will be very strongly
reinforcing Relative to obtaining outcomes in areas of weak interest.

Abraham Maslow's hierarchy of human needs theory is the most widely discussed
theory of motivation.

The theory can be summarized as thus:

 Human beings have wants and desires which influence their Behavior; only
unsatisfied needs can influence behavior, satisfied Needs cannot.
 Since needs are many, they are arranged in order of importance, from the basic to the
complex.
 The person advances to the next level of needs only after the lower Level need is at
least minimally satisfied.
 The further the progress up the hierarchy, the more individuality, Humanness and
psychological health a person will show.

The needs, listed from basic (lowest, earliest) to most complex (highest, Latest) are as
follows:

 Self actualization
 Self esteem
 Social
 Safety & security
 Physiological
LIMITATIONS OF THE STUDY:

1. This study covers those employees who are working at HERO MOTOCORP
PVT LTD

2. The understand and knowledge may vary from person to person. The replied gives
by the respondents are taken for granted, though they are not uniform.

3. Since names are mentioned in most of questionnaires, most of the employees

answered favorable to the company. This might have led to wring finding in the
study.

4. The interpretation being based on percentage method is not definite.

5. The report is subjects to changes with fast changing scenario.