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Submitted By
Priya Yadav
Samina Mam
Faculty of MBA
March-2014
Bonafide Certificate:
BONAFIDE CERTIFICATE
Certified that this project report titled A STUDY OF THE
EMPLOYEE MOTIVATION IN DABUR INDIA LTD. is the
bonafide work of Priya Yadav who carried out the project work under
my supervision.
Signature
(Faculty Guide)
Signature
(H.O.D.)
This is to certify that Ms. Priya Yadav has worked for her
project under my supervision. The topic for her project is A STUDY
OF THE EMPLOYEE MOTIVATION IN DABUR INDIA LTD.
To the best of my knowledge, her work in analyzing available
theories and evidence is original and bears the imprint of his
exceptional diligence. She has worked under my supervision and I
wish her good luck for future
Abstract
The purpose of motivation is to create conditions in which people are willing to
work with zeal, initiative, interest and enthusiasm with a high personal and
group moral satisfaction, with a sense of responsibility, loyalty and discipline and
with a pride and confidence in a most cohesive manner so that goals of an
organization are achieved effectively. Motivational technique is utilized to
stimulate employee growth. Clarence Francs indicated this when he was the
chairperson of the General Food. He said You can buy a mans time, you can
buy a mans physical presence at given place; you can even buy a measured
number of skilled motions per hour or day: but you cannot buy devotion of
heart, mind and soul. You have to earn these things.
If a manager wants to get work done by his employees he can either hold out a
promise or a reward for them for doing work in a better or improved way or he
may constrain them, by instilling fear in them or by using force to do the desired
work. In other words, he may utilize positive or negative motivation. Both these
type s are widely used by management. A positive motivation involves the
possibility of increased motive satisfaction, while negative motivation involves
the possibility of decreased motive satisfaction.
Acknowledgement
Hard work and dedication is the key to any successful completion of any job and
this project is no different. Although strenuous, yet it is interesting. However, our
success to this project report cannot be accounted for by only these factors.
During the course of this study, many useful suggestions and constructive
criticism came across which really helped a lot in giving this project a
professional look. I extend my heartiest thanks to SAMINA MAM FACULTY
OF SMU who willing cooperation led to the timely completion of the project.
Priya Yadav
ROLL NO.- 1205032848
TABLE OF CONTENTS
TITLE
PAGE NO.
12
Companys profile
13
Staff profile
21
27
31
Research Methodology
60
Conclusion
64
Limitations
65
65
Annexure
67
Bibliography
70
Introduction
To
The Project
AN OVERVIEW OF MOTIVATION
Motivation deals with the ways that people behave. Managers want workers to
work efficiently and effectively, but the same nature of the work may be such
that workers dont want to do at all.
There is an old saying you can take a horse to the water but you cannot force it
to drink; it will drink only if it's thirsty - so with people. They will do what they
want to do or otherwise motivated to do. Whether it is to excel on the workshop
floor or in the 'ivory tower' they must be motivated or driven to it, either by
themselves or through external stimulus. Are they born with the self-motivation
or drive? Yes and no. If no, they can be motivated, for motivation is a skill which
can and must be learnt. This is essential for any business to survive and succeed.
10
Restructuring jobs
These are the basic strategies, though the mix in the final 'recipe' will vary from
workplace situation to situation. Essentially, there is a gap between an
individuals actual state and some desired state and the manager tries to reduce
this gap.
Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing
others in a specific way towards goals specifically stated by the motivator.
Naturally, these goals as also the motivation system must conform to the
corporate policy of the organization. The motivational system must be tailored to
the situation and to the organization.
out during a 20 year period from 1945 to 1965 and was quite revealing. The
ratings for the various factors differed only slightly between men and women,
but both groups considered security as the highest rated factor.
The next three factors were;
advancement
type of work
Surprisingly, factors such as pay, benefits and working conditions were given a
low rating by both groups. So after all, and contrary to common belief, money is
not the prime motivator. (Though this should not be regarded as a signal to
reward employees poorly or unfairly.)
12
Objective/Scope
The basic objective of the present study is to Study the Motivation
Level of The Employee In The Company Following fundamental
objective have been identified as the sub-objectives of the study:-
14
COMPANY INFORMATION
The company, Dabur India Limited, was started in 1884 by Dr. SK Burman as a
small mail order business for Ayurvedic medicines; Pudin Hara was the first
medicine to be mail ordered. Over the years the company passed down amongst
the descendents of Dr. SK Burman and remained a closely held family business.
This remained true till November 2, 1998. That day the 114 yr. old Dabur India
reinvested itself. Breaking over a century of tradition, executive powers of
running the company were handed over to an outsider appointed as CEO Mr.
Neenu Khanna.
15
consumer goods company of the country. McKinsey & Co. has identified the
areas of improvement and suggested initiatives required in them.
The company has decided to leave the day to day management in the hands of
professionals. The promoters (the Burman family) will withdraw themselves
from the routine functions and will concentrate on giving strategic direction to
the company. The major step in this direction is the decision to appoint a CEO to
head the company management. All business units heads and functional heads
will report to the CEO.
Dabur's core competence lies in its ability to conceive, develop and market
products based on herbs and natural resources. However, with growing
competition from Zandu, Baidyanath and Himalaya Drugs, Dabur's monopoly in
Ayurvedic products is under pressure.
The Rs. 1166 crore, Dabur India Ltd. (DIL) was established in 1884 and is one of
the largest Indian FMCG company dealing with Ayurvedic products with
interests in healthcare, personal care and foods. For more than a century Dabur
has worked in active collaboration with nature to provide the best of herbal
health and personal care products to its consumers.
16
Today, Dabur is all set to take its abundant knowledge of Ayurveda to global
frontiers. It operates in the niche natural/ayurvedic products segment with a
product folio of over 500 products. To its credit, Dabur employs more than 5000
people located throughout the globe and has 11 manufacturing units in India,
Nepal and Egypt. The company has overseas sales and marketing offices in
Dubai, London, New York and Moscow. Its distribution network comprises 21
sales offices, 5500 distributors and over 1.3 million retailers. Dabur Research
Foundation is an independent research organization with more than 125
scientists at its service.
Dabur is a closely held company with the Burman family holding around 80
percent of the equity. Most of its Ayurvedic /OTC (Over-The-Counter) brands
are the market leaders in their respective segments. Dabur has developed
considerable expertise in these traditional areas and has well understood the
consumer preferences for traditional ayurvedic remedial measures.
The group comprises of Dabur Finance, Dabur Nepal Pvt. Ltd., Dabur Egypt
Ltd., Dabur Overseas Ltd., and Dabur International Ltd. Product groups include
healthcare, food products, natural gums and allied chemicals, pharma, and
veterinary products. Its leading household brands include Dabur Amla, Dabur
Chyawanaprash, Vatika, Hajmola, Lal Dant Manjan, Pudin Hara and the Real
17
range of fruit juices. New product launches include Binaca toothbrushes, Imli
candy under the Hajmola brand.
The fruit juice brand was re-launched with new packaging; and the Hommade
cooking paste range was expanded. Dabur's core competence lies in its ability to
conceive, develop and market products based on herbs and natural resources.
The top five brands contribute about 55 percent to revenues, amounting about
Rs. 650 crore.
However, the year 2002-03 was not encouraging for the FMCG sector as the
economy was in doldrums with the sinking demand and massive job cuts. Dabur
India Ltd too had to face the reality. Dabur's growth rate of about seven percent
is slightly lower than the industry growth rate. Against this backdrop, VC
Burman, Chairman, DIL observes, "We have done better than the segment as we
are improving operational efficiencies at all stages of the supply chain. The
FMCG segment is growing at 2.5 percent and Dabur expects has grown by five
percent by March 2003."
18
More than a century ago, a young Indian started with a vision to provide
innovative and affordable healthcare products for Indian masses. Thus was born
and organization, today known as Dabur India Ltd. . . .
Calcutta, he found that his patients could afford only traditional Ayurvedic
remedies. So, Dr.Burman came up with experimentation base approach to
Ayurved. Plagin for plague, Juritap for Malaria, the first of his cheap and
effective medicines, soon becomes famous. By 1906, the company was making
and marketing 42 medicines in all. Realizing the potential, Dr.S.K.Burman
advertised regularly and heavily, he even sent his product through V.P.P to areas
where his distributions did not reach
From the small dispensary in Calcutta in 1884, the organization has today grown
into a corporation having significant presence in health and personal care
markets in India and abroad. With more than 100 years of understanding of
consumer needs and ability to provide safe solutions from a deep understanding
of Ayurved , Dabur has set its vision to strive for providing good
health and well being to every household through its 10 production bases spread
across India, manufacturing a range of herbal, health and personal care
products , foods, ayurvedic medicines and pharmaceuticals. Dabur products are
19
process and methods will drive Dabur to global leadership in health and personal
care.
20
CORPORATE PHILOSOPHY:-
21
Dabur is committed to expand the reach of this age old knowledge of Ayurveda
and nature through web. Through web, we aim to overcome the physical
boundaries to take Ayurvedic way of life to global frontiers. Dabur India limited
understands its responsibility as a corporate house. We have not only set our
sight on increasing turnover and profitability of the company but also on
propagating Ayurvedic - the India system of medicine.
VISION
good value for money .The Company is committed to follow the ethical
practices in doing business. At Dabur, nature acts as not only the source of raw
material but also an inspiration
ecological balance.
22
Staff Profiles
Data of Number of workers of different ages
1
2
3
4
5
6
7
Total
83
48
110
69
55
27
18
410
18-23
24-29
30-35
36-41
42-47
48-53
53 and above
23
A
B
C
Number of staff
5 am-1 pm 140
1 pm-9 pm 157
9 pm-5 am 113
24
Workers Education
The education category of the workers has been categorized in to three parts:-
I. Less Qualified
This category includes those workers who are X and XII pass. This
category also includes those workers who are not educated.
25
This category includes those staff and workers who are postgraduate or hold
some special degrees or knowledge. This category also includes technically
qualified people. In this category most of the person are experience holder like
production manager, accountant.
Sr.No. Category
No. Of workers
Less qualified
220
Medium
150
qualified
3
Highly qualified 40
26
Education-wise Distribution
LQ
MQ
HQ
1. Canteen Facilities
The company has its own canteen, situated near the entrance gate. The
canteen is opened for 24 hours. The workers in their break time take their
meal in the canteen and are quite satisfied with the canteen facilities.
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The company has the facilities of giving quick first aid and it also runs a
small dispensary. Workers avail this facility during the time of any injury
or seasonal sickness. The medicines given to the workers here are free of
cost.
4.
Staff quarters
The staff members who are living out of station, the company has given
them quarters to live with the family. They are provided electricity facility
at free of cost in the staff quarters. At the company residential area the
company has also provided a badminton court for the recreation of their
work
28
It was not at all uncommon in the past for an employer to offer some system of
rewards and privileges as a means of employee motivation. Recent thinking
however has given way to the fact that this process may actually alienate other
workers who, for whatever reason, may not be as capable in a particular field or
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endeavor. Ultimately, the belief was that this was actually contrary to effective
employee motivation and in reality, decreased employee productivity.
Recent beliefs and ideas have introduced new concepts to the field of employee
motivation. One of the most common new areas of growth in the area of
employee motivation is through the use of work teams.
This concept of employee motivation had its major start in the aerospace
industry. It allowed a group of dedicated employees to focus together as a team
on any given project. This idea of employee motivation worked especially well
since it
allowed for creative input from a number of employees without restricting the
thought of any single person or alienating any one employee in particular. When
the projects went well, the employees were celebrated as a group or as a team,
offering employee motivation to the whole group instead of to any one individual.
This concept of employee motivation has since evolved and become common in
many fields of study. There are a number of seminars offered which are
specifically designed and promoted as a means to offer not only employee
motivation, but to create an atmosphere of team work that is surprisingly
beneficial to worker productivity.
30
There have been several studies done to understand motivation. Some of the
leading motivation theories focus on employees as a social being with a complex
set of needs. Some of these needs are tangible material needs. But most other
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needs are intangible, abstract, or illusionary. Does that mean we can ignore the
intangibles and focus only on material benefits?
It is said that money makes the mare go. Some researchers believe that money
solves most employee needs as it meets tangible and intangible requirements.
Money meets basic physiological needs and other needs such as social status,
recognition, power, and lifestyle. The fatter the paycheck, the higher are the
levels of motivation
Other experts deny the influence of money on motivation levels. After a certain
level, money and all material benefits fail to motivate individuals. Employees
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seek job satisfaction, personal growth, self worth, recognition, and excellence, in
addition to money.
The job of a manager in the workplace is to get things done through employees.
To do this the manager should be able to motivate employees. But that's easier
said than done! Motivation practice and theory are difficult subjects, touching on
several disciplines.
In spite of enormous research, basic as well as applied, the subject of motivation
is not clearly understood and more often than not poorly practiced. To
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understand motivation one must understand human nature itself. And there lies
the problem!
MOTIVATIONAL THEORIES
Douglas McGregor
Theory X and Theory Y
Douglas McGregor in his book, "The Human Side of Enterprise" published in
1960 has examined theories on behavior of individuals at work, and he has
formulated two models which he calls Theory X and Theory Y.
Theory X Assumptions
34
The average human being has an inherent dislike of work and will avoid
it if he can.
Because of their dislike for work, most people must be controlled and
threatened before they will work hard enough.
Both these are "wrong" because man needs more than financial rewards
at work; he also needs some deeper higher order motivation - the
opportunity to fulfill himself.
Theory X managers do not give their staff this opportunity so that the
employees behave in the expected fashion.
Theory Y Assumptions
35
Control and punishment are not the only ways to make people work, man
will direct himself if he is committed to the aims of the organization.
The average man learns, under proper conditions, not only to accept but to
seek responsibility.
36
these two theories as two quite separate attitudes. Theory Y is difficult to put into
practice on the shop floor in large mass production operations, but it can be used
initially in the managing of managers and professionals.
In "The Human Side of Enterprise" McGregor shows how Theory Y affects the
management of promotions and salaries and the development of effective
managers. McGregor also sees Theory Y as conducive to participative problem
solving.
It is part of the manager's job to exercise authority, and there are cases in which
this is the only method of achieving the desired results because subordinates do
not agree that the ends are desirable.
However, in situations where it is possible to obtain commitment to objectives, it
is better to explain the matter fully so that employees grasp the purpose of an
action. They will then exert self-direction and control to do better work - quite
possibly by better methods - than if they had simply been carrying out an order
which the y did not fully understand.
The situation in which employees can be consulted is one where the individuals
are emotionally mature, and positively motivated towards their work; where the
work is sufficiently responsible to allow for flexibility and where the employee
can see his own position in the management hierarchy. If these conditions are
present, managers will find that the participative approach to problem solving
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Frederick Hertzberg
2 Factor Hygiene and Motivation Theory
Frederick Hertzberg contributed to human relations and motivation two theories
of motivation as follows:
Hygiene Theory
Motivation
The first part of the motivation theory involves the hygiene theory and includes
the job environment. The hygiene factors include
38
the company,
working conditions
interpersonal relations,
salary,
status, and
security
These factors do not lead to higher levels of motivation but without them there is
dissatisfaction. The second part of Hertzbergs' motivation theory involves what
people actually do on the job. The motivators are
achievement,
recognition,
39
o Hygiene
Supervision
o Motivators
Achievement
40
It will provide at least sufficient for his basic needs and often much more.
For example, 50 years ago in the United Kingdom, food and shelter were
a person's basic needs. Today, most families will consider that the basic
needs also include a car, television, etc.
It may or may not provide adequate security. Again, most individuals seek
a secure job, there are others including some men on oil rigs, who seek
high pay for a limited period but with limited security.
41
42
needs, he will not obtain those needs if the working environment does not
provide the needs of the working group.
The working group is the instrument of society through which in large measure
the individual acquires his attitudes, opinions, goals and ideals, it is also one of
the fundamental sources of discipline and social controls.
Therefore, the working environment has an effect on groups as follows:
It will determine whether the group achieves the objectives set by the
organization.
It will also affect the relations between management and trade unions.
David C. McClelland
Achievement Motivation
Over the years behavioral scientists have observed that some people have an
intense need to achieve; others, perhaps the majority, do not seem to be as
concerned about achievement. This phenomenon has fascinated David C.
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McClelland. For over twenty years he and his associates at Harvard University
studied this urge to achieve.
McClelland's research led him to believe that the need for achievement is a
distinct human motive that can be distinguished from other needs. More
important, the achievement motive can be isolated and assessed in any group.
Participants were asked to throw rings over a peg from any distance they chose.
Most people tended to throw at random-now close, now far away; but
individuals with a high need for achievement seemed carefully to measure where
they were most likely to get a sense of masterynot too close to make the task
ridiculously easy or too far away to make it impossible.
They set moderately difficult but potentially achievable goals. In biology, this is
known as the overload principle.
In weight lifting, for example, strength cannot be increased by tasks that can be
performed easily or that cannot be performed without injury to the organism.
Strength can be increased by lifting weights that are difficult but realistic enough
to stretch the muscles.
45
With managers, setting moderately difficult but potentially achievable goals may
be translated into an attitude toward risks. Many people tend to be extreme in
their attitude toward risks, either favoring wild speculative gambling or
minimizing their exposure to losses.
Gamblers seem to choose the big risk because the outcome is beyond their power
and, therefore, they can easily rationalize away their personal responsibility if
they lose.
The conservative individual chooses tiny risks where the gain is small but secure,
perhaps because there is little danger of anything going wrong for which that
person might be blamed.
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They get a bigger "kick" out of winning or solving a difficult problem than they
get from any money or praise they receive.
Money, to achievement-motivated people, is valuable primarily as a
measurement of their performance. It provides them with a means of assessing
their progress and comparing their achievements with those of other people.
Feedback
A desire by people with a high need for achievement to seek situations in which
they get concrete feedback on how well they are doing is closely related to this
concern for personal accomplishment. Consequently, achievement-motivated
people are often found in sales jobs or as owners and managers of their own
businesses.
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They are not interested in comments about their personal characteristics, such as
how cooperative or helpful they are.
McClelland claims it is because they habitually spend time thinking about doing
things better.
In fact, he has found that wherever people start to think in achievement terms,
things start to happen.
Examples
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College students with a high need for achievement will generally get better
grades than equally bright students with weaker achievement needs.
Achievement-motivated people tend to get more raises and are promoted faster
because they are constantly trying to think of better ways of doing things.
Companies with many such people grow faster and are more profitable.
McClelland has even extended his analysis to countries where he related the
presence of a large percentage of achievement-motivated individuals to the
national economic growth.
A Taught Skill?
McClelland was convinced that this can be done. In fact, he also developed
training programs for business people that where designed to increase their
achievement motivation.
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However, when they are promoted, when their success depends not only on their
own work but on the activities of others, they may be less effective. Since they are
highly job-oriented and work to their capacity, they tend to expect others to do
the same. As a result, they sometimes lack the human skills and patience
necessary for being effective managers of people who are competent but have a
higher need for affiliation than they do. In this situation, their overemphasis on
producing frustrates these people and prevents them from maximizing their own
potential.
More importantly, these parents expect their children to start showing some
independence between the ages of six and eight, making choices and doing things
50
without help, such as knowing the way around the neighborhood and taking care
of themselves around the house. Other parents tend either to expect this too
early, before children are ready, or to smother the development of the personality
of these children.
One extreme seems to foster passive, defeated attitudes as children feel unwanted
at home and incompetent away from home. They are just not ready for that kind
of independence so early. The other extreme yields either overprotected or overdisciplined children. These children become very dependent on their parents and
find it difficult to break away and make their own decisions.
Achievement-motivated people want feedback. They want to know how well they
are doing on their job.
On the other hand, people with low achievement motivation are more concerned
about the environment. They want to know how people feel about them rather
than how well they are doing.
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Abraham Maslow
Hierarchy of Needs
One of the many interesting things Maslow noticed while he worked with
monkeys early in his career was that some needs take precedence over others.
For example, if you are hungry and thirsty, you will tend to try to take care of
the thirst first. After all, you can do without food for weeks, but you can only do
without water for a couple of days! Thirst is a stronger need than hunger.
Likewise, if you are very thirsty, but someone has put a choke hold on you and
you cant breathe, which is more important? The need to breathe, of course. On
the other hand, sex is less powerful than any of these. Lets face it; you wont die
if you dont get it!
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Maslow took this idea and created his now famous hierarchy of needs. Beyond
the details of air, water, food, and sex, he laid out five broader layers: the
physiological needs, the needs for safety and security, the needs for love and
belonging, the needs for esteem, and the need to actualize the self, in that order.
1.
These include the needs we have for oxygen, water, protein, salt, sugar, calcium,
and other minerals and vitamins. They also include the need to maintain a pH
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balance (getting too acidic or base will kill you) and temperature (98.6 or near to
it). Also, theres the needs to be active, to rest, to sleep, to get rid of wastes
(CO2, sweat, urine, and feces), to avoid pain, and to have sex. Quite a collection!
Maslow believed, and research supports him, that these are in fact individual
needs, and that a lack of, say, vitamin C, will lead to a very specific hunger for
things which have in the past provided that vitamin C -- e.g. orange juice. I
guess the cravings that some pregnant women have, and the way in which babies
eat the most foul tasting baby food, support the idea anecdotally.
Looking at it negatively, you become concerned, not with needs like hunger and
thirst, but with your fears and anxieties. In the ordinary American adult, this set
of needs manifest themselves in the form of our urges to have a home in a safe
neighborhood, a little job security and a nest egg, a good retirement plan and a
bit of insurance, and so on.
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When physiological needs and safety needs are, by and large, taken care of, a
third layer starts to show up. You begin to feel the need for friends, a sweetheart,
children; affectionate relationships in general, even a sense of community.
Looked at negatively, you become increasing susceptible to loneliness and social
anxieties.
In our day-to-day life, we exhibit these needs in our desires to marry, have a
family, be a part of a community, a member of a church, a brother in the
fraternity, a part of a gang or a bowling club. It is also a part of what we look for
in a career.
4.
5.
55
The negative version of these needs is low self-esteem and inferiority complexes.
Maslow felt that Adler was really onto something when he proposed that these
were at the roots of many, if not most, of our psychological problems. In modern
countries, most of us have what we need in regard to our physiological and safety
needs. We, more often than not, have quite a bit of love and belonging, too. Its
a little respect that often seems so very hard to get!
All of the preceding four levels he calls deficit needs, or D-needs. If you dont
have enough of something -- i.e. you have a deficit -- you feel the need. But if you
get all you need, you feel nothing at all! In other words, they cease to be
motivating. As the old blues song goes, you dont miss your water till your well
runs dry!
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Maslow sees all these needs as essentially survival needs. Even love and esteem
are needed for the maintenance of health. He says we all have these needs built
57
In terms of overall development, we move through these levels a bit like stages.
As newborns, our focus (if not our entire set of needs) is on the physiological.
Soon, we begin to recognize that we need to be safe. Soon after that, we crave
attention and affection. A bit later, we look for self-esteem. Mind you, this is in
the first couple of years!
These things can occur on a society-wide basis as well: When society suddenly
flounders, people start clamoring for a strong leader to take over and make
things right. When the bombs start falling, they look for safety. When the food
stops coming into the stores, their needs become even more basic.
Maslow suggested that we can ask people for their philosophy of the future -what would their ideal life or world be like -- and get significant information as
to what needs they do or do not have covered.
58
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going to leave you because you are not good enough for them. You get the
picture.
5. Self-actualization
The last level is a bit different. Maslow has used a variety of terms to refer to
this level: He has called it growth motivation (in contrast to deficit motivation),
being needs (or B-needs, in contrast to D-needs), and self-actualization.
These are needs that do not involve balance or homeostasis. Once engaged, they
continue to be felt. In fact, they are likely to become stronger as we feed
them! They involve the continuous desire to fulfill potentials, to be all that you
can be. They are a matter of becoming the most complete, the fullest, you -hence the term, self-actualization.
Now, in keeping with his theory up to this point, if you want to be truly selfactualizing, you need to have your lower needs taken care of, at least to a
considerable extent. This makes sense: If you are hungry, you are scrambling to
get food; If you are unsafe, you have to be continuously on guard; If you are
isolated and unloved, you have to satisfy that need; If you have a low sense of
self-esteem, you have to be defensive or compensate. When lower needs are
unmet, you cant fully devote yourself to fulfilling your potentials.
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It isnt surprising, then, the world being as difficult as it is, that only a small
percentage of the worlds population is truly, predominantly, self-actualizing.
Maslow at one point suggested only about two percent!
The question becomes, of course, what exactly Maslow means by selfactualization. To answer that, we need to look at the kind of people he called
self-actualizers. Fortunately, he did this for us, using a qualitative method called
biographical analysis.
He began by picking out a group of people, some historical figures, some people
he knew, whom he felt clearly met the standard of self-actualization. Included in
this august group were Abraham Lincoln, Thomas Jefferson, Albert Einstein,
Eleanor Roosevelt, Jane Adams, William James, Albert Schweitzer, Benedict
Spinoza, and Alduous Huxley, plus 12 unnamed people who were alive at the
time Maslow did his research. He then looked at their biographies, writings, the
acts and words of those he knew personally, and so on. From these sources, he
developed a list of qualities that seemed characteristic of these people, as opposed
to the great mass of us.
These people were reality-centered, which means they could differentiate what is
fake and dishonest from what is real and genuine. They were problem-centered,
meaning they treated lifes difficulties as problems demanding solutions, not as
personal troubles to be railed at or surrendered to. And they had a different
perception of means and ends. They felt that the ends dont necessarily justify
61
the means, that the means could be ends themselves, and that the means -- the
journey -- was often more important than the ends.
The self-actualizers also had a different way of relating to others. First, they
enjoyed solitude, and were comfortable being alone.
personal relations with a few close friends and family members, rather than
more shallow relationships with many people.
They enjoyed autonomy, a relative independence from physical and social needs.
And they resisted enculturation, that is, they were not susceptible to social
pressure to be "well adjusted" or to "fit in" -- they were, in fact, nonconformists
in the best sense.
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Further, they had a sense of humility and respect towards others -- something
Maslow also called democratic values -- meaning that they were open to ethnic
and individual variety, even treasuring it. They had a quality Maslow called
human kinship or Gemeinschaftsgefhl -- social interest, compassion, humanity.
And this was accompanied by a strong ethics, which was spiritual but seldom
conventionally religious in nature.
And these people had a certain freshness of appreciation, an ability to see things,
even ordinary things, with wonder. Along with this comes their ability to be
creative, inventive, and original. And, finally, these people tended to have more
peak experiences than the average person. A peak experience is one that takes
you out of yourself, that makes you feel very tiny, or very large, to some extent
one with life or nature or God. It gives you a feeling of being a part of the
infinite and the eternal. These experiences tend to leave their mark on a person,
change them for the better, and many people actively seek them out. They are
also called mystical experiences, and are an important part of many religious and
philosophical traditions.
Maslow doesnt think that self-actualizers are perfect, of course. There were
several flaws or imperfections he discovered along the way as well: First, they
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often suffered considerable anxiety and guilt -- but realistic anxiety and guilt,
rather than misplaced or neurotic versions. Some of them were absentminded
and overly kind. And finally, some of them had unexpected moments of
ruthlessness, surgical coldness, and loss of humor.
Two other points he makes about these self-actualizers: Their values were
"natural" and seemed to flow effortlessly from their personalities. And they
appeared to transcend many of the dichotomies others accept as being
undeniable, such as the differences between the spiritual and the physical, the
selfish and the unselfish, and the masculine and the feminine
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may be weak or strong depending upon the incentive offered by the employer,
which releases workers ability and potential in relation to his needs.
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reinforcement
is
more
important
than
continuous
If you boss gives, the same pep talk every week the reward would lose its
impact. Of worse consequences, you might come to depend on the reward
to perform good work.
4.
You Should Get You Reward Quickly After Doing The Right
Thing
Assuming that money motivated you, you would be more likely to work
hard if hard work led to quick cash. If were selling financial investments
you would tend to keep on prospecting much more readily if you receive
your commission every month rather than after every six months.
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You need some kind of feedback device in your work to set. You knew
when you have done a good job. If you were a good quality control
technician, it would be helpful for your boss to tell you I will see to it
that are promoted to senior technician provided you decrease customer
returns on a product say X by 15 percent over the next four months. One
of the many reason that a basketball game so motivational is that the
path to a reward is clear-cut. A player can readily see that pitting the
ball through the hoop, a reward will be forthcoming. Feedback is
immediate in these circumstances.
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Research Methodology
2. Conclusive Research
In contrast to the exploratory research, which is, systematic collection of
the information needed its analysis and finding as per the research
objectives conclusive research follows exploratory research.
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Sampling Method
The sample design includes the following:-
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1. Economy of Times
It requires less time to make the study.
2. Minimization of Errors
Systematic sample reduces the chances of mistakes and errors.
3. Accuracy of Results
The results obtained were comparatively more accurate and
precise.
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By using systematic sampling with this sample size, it was easy to administer the
questionnaire. The questionnaire easy to understand and accept and more
accurate results were obtained which were valid under most of the
circumstances.
Questionnaire Method
During the course of framing the questions, it was kept in mind that there should
be no ambiguity in the questions.
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Conclusion
The organization is very well established with sound policies. My visit to the
company was educative and informative. I found that HRD department is
complete in all senses and is working reasonably well.
The general impression from the study and discussion with the staff & worker of
the company regarding workers participation was average though the level was
not found to be very high. Reason to this may be attributed to the problem of
status between staff and workers.
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Limitations
There were few limitations, which were uncommitted while conducting this
project but these limitations could not restrict the progress and completion of the
present study.
Some of the inevitable limitation that crept in the study are as under:1. Some of the respondents were not genuinely helpful, cooperative and
responsive. They were hesitant to fully disclose the information with the
research.
2.
4. Latest data of the company and books concerned were not easily
available.
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6. Most of the employees other than that of personnel department wee not at
all cooperative.
Recommendations/Suggestions
After gathering a wide variety of information on the various aspects of
motivational approach in the company, few recommendations are worth
attention.
1. Responsibility without authority can be destructive. Management should not
order, but should inspire. It should not impose but influence.
2. Management should make every employee of the organization give their hearts
not just heads to the goals.
3. A timely presentation of the work done should be there to the top management
4. Teamwork in all operational process must be encouraged. Equip people with the
skills necessary to perform their duties.
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The management should let his people know that it consider them valuable
capable individual.
7.
8.
9. Employee should be informed in advance about the changes, which are planned
in the organization.
10. Suggestion system can be a strong employee motivation because the employees
are given the opportunity to say something. This will increase the sense of belonging.
11. The fear motivation should be completely abolished though it works well in the
short run but is an ineffective long term strategy.
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Annexure
Questionnaire for Workers
Date
Tick the followings questions as per your choice and experience.
Yes
Average
Yes
No
No
Average
Are you satisfied with the welfare facilities given by the company?
Yes
No
Average
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Good
Bad
Normal
Yes
No
if, required
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No
No
Average
Average
Average
No
Bad
Normal
Yes
No
if, required
Yes
No
if, required
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BIBLIOGRAPHY
Web Sites:
www.dabur.com
www.google.com
Books:
Human Resource Management
By: - Dr. C.B. Gupta
Human Resource & Personnel Management
By: - K Aswathappa
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