Final

A Study on Employee Motivation
INTRODUCTION
Introduction to Motivation
At one time, employees were considered just another input into the production
of goods and services. What conceivably changed this way of thinking about
employees was research, referred to as the Hawthorne Studies, conducted by Elton
Mayo from 1924 to 1932 (Dickson, 1973). This study found employees are not
motivated solely by money and employee behaviour is linked to their attitudes
(Dickson, 1973). The Hawthorne Studies began the human relations approach to
management, whereby the needs and motivation of employees become the primary
focus of managers (Bedeian, 1993).
Motivation Theories
Understanding what motivated employees and how they were motivated was
the focus of many researchers following the publication of the Hawthorne Study
results (Terpstra, 1979). Five major approaches that have led to our understanding of
motivation are Maslow's need-hierarchy theory, Herzberg's two- factor theory,
Vroom's expectancy theory, Adams' equity theory, and Skinner's reinforcement theory.
According to Maslow, employees have five levels of needs (Maslow, 1943):
physiological, safety, social, ego, and self- actualizing. Maslow argued that lower
level needs had to be satisfied before the next higher level need would motivate
employees. Herzberg's work categorized motivation into two factors: motivators and
hygienes (Herzberg, Mausner, & Snyderman, 1959). Motivator or intrinsic factors,
such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic
factors, such as pay and job security, produce job dissatisfaction.
Vroom's theory is based on the belief that employee effort will lead to
performance and performance will lead to rewards (Vroom, 1964). 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.
Motivation Defined
Shakuntala Devi International Institute Of Management Sciences
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Many contemporary authors have also defined the concept of motivation.
Motivation has been defined as: the psychological process that gives behavour
purpose and direction (Kreitner, 1995); a pre disposition to behave in a purposive
manner to achieve specific needs (Buford, Bedeian, & Lindner, 1995); an internal
drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian,
1993). For this paper, motivation is operationally defined as the inner force that drives
individuals to accomplish personal and organizational goals.
The Role of Motivation
Why do we need motivated employees? The answer is survival (Smith, 1994).
Motivated employees are needed in our rapidly changing workplaces. Motivated
employees help organizations survive. Motivated employees are more productive. To
be effective, managers need to understand what motivates employees within the
context of the roles they perform. Of all the functions a manager performs, motivating
employees is arguably the most complex. This is due, in part, to the fact that what
motivates employees changes constantly (Bowen & Radhakrishna, 1991). For
example, research suggests that as employees' income increases, money becomes less
of a motivator (Kovach, 1987). Also, as employees get older, interesting work
becomes more of a motivator.
Purpose
The purpose of this study was to describe the importance of certain factors in
motivating employees at the Piketon Research and Extension Center and Enterprise
Center. Specifically, the study sought to describe the ranked importance of the
following ten motivating factors: (a) job security, (b) sympathetic help with personal
problems, (c) personal loyalty to employees, (d) interesting work, (e) good working
conditions, (f) tactful discipline, (g) good wages, (h) promotions and growth in the
organization, (i) feeling of being in on things, and (j) full appreciation of work done.
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THEORITICAL FRAME WORK

There are several approaches of motivation. These theories of motivation are
broadly classified into content theories, process theories and reinforcement theory.
Theories of Motivation
----------------------------------------------------------------------------
Content theories
Process theory
Scientific management
Vrooms
Human Relations
Expectancy
Carnot and stick approach

Theory X,Theory Y and Theory Z
Maslows hirachy theory
Reinforcement theory
Porter & Lawler

Adams Equity
Goal setting
Herzberg two factor theory

Aldfers ERG
McClelland theory and needs
Content Theories of Motivation
These theories deals with identifying the needs of the people and how they
priorities them.
Carnot and Stick Approach
This theory advocates that people are motivated under two conditions
1. When they are offered rewards
2. When they are punished or penalized
They rewards are offered for better performance and penalties are imposed
when performance is lagging being a standard performance.
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Theory X, Y and Z
Douglas Mc. Graford posed two alternative theories with different views on
human beings. One view is basically negative of human beings called theory X and
basically other is positive of humans and called theory Y.
Assumptions of Theory X
It is a traditional set of assumptions.
a) The typical person dislikes work and avoids it
b) He lacks responsibilities and resistance to change
c) Most people are self-centered and must be motivated through negative
motivational techniques.
Assumptions of Theory Y
This has modern, positive and supportive approach to human
1. People will view work as being as natural as rest or play.
2. People will exercise self-direction an self-control in work.
3. An average person can learn to seek responsibility.
4. People have potential and they have imagination and creativity that can be
applied to work.
Theory Z
William ouch proposed a hybrid model that blends the successful Japanese
managerial skills and assessment of us workers needs.
Its features are
Long term employment
Non specialized careers
Individual responsibility
Concern for total person
Slower promotion rate.
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Maslow's theory of hierarchy

According to this theory, the human needs from a hierarchy. As one set of
needs are satisfied, they no longer work and man seeks to satisfy the next level need.
He classified needs into five categories.
a) Physiological needs : Foods, water, shelter, sleep and sexual satisfaction
b) Security aim safety needs: Security plans, membership unions, severance pay
etc.,
c) Social needs: human relations, formal and informal work groups.
d) Esteem needs: power, prestige promotions, awards. Etc.,
e) Self-actualization needs: this is highest need in hierarchy. This refers the
desire to become what one is capable of becoming.
Need for Self-Actualization
Esteem Needs
Social Needs
Security & Safety Needs
Physiological Needs
Whereas Maslow theory specifies that the needs be activated in order from lowest to
highest Alders theory specifies that the needs can be activated in any order. His
approach is much simpler than Maslows. Alder specifies that there exist three main
needs as opposed to five postulated by Maslow. This human basic needs include
existence, relatedness and growth. These needs according to Alder need not
necessarily activated in any specific order and may be activated at any time.
According to him Existence needs corresponds to Maslows physiological needs and
safety needs. Relatedness needs corresponds to Maslows social needs and growth
needs corresponds to esteem and self-actualization needs by Maslow Below is a
summary of these needs that in this thesis are divided into Deficiency
needs(Psychological, safety, social needs) and Growth needs (esteem, selfactualization needs).Factors Explanation
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Physiological needs are the need at the bottom of the triangle and include the
lowest order need and most basic. This includes the need to satisfy the
fundamental biological drives such as food, air, water and shelter. According to
Maslow organizations must provide employees with a salary that enable them to
afford adequate living conditions. The rationale here is that any hungry employee
will hardly be able to make much of any contribution to his organization.
Safety needs this occupies the second level of needs. Safety needs are activated
after Physiological needs are met. They refer to the need for a secure working
environment free from any threats or harms. Organizations can provide these need
by providing employees with safety working equipment e.g. hardhats, health
insurance plans, fire protection etc. The rationale is that employees working in an
environment free of harm do their jobs without fear of harm.
Social needs: This represents the third level of needs. They are activated after
safety needs are met. Social needs refer to the need to be affiliated that is (the
needed to be loved and accepted by other people). To meet these needs
organizations encourage employees Participation in social events such as picnics,
organizations bowling etc.
Esteem needs this represents the fourth level of needs. It includes the need for
self-respect and approval of others. Organizations introduce awards banquets to
recognize distinguished achievements
Self-actualization: This occupies the last level at the top of the triangle. This refers
to the need to become all that one is capable of being to develop ones fullest
potential. The rationale here holds to the point that self-actualized employees
represent valuable assets to the organization human resource. Most research on the
application of need theory found that although lower-level managers are able to
satisfy only their deficiency needs on the jobs, managers at the top level of
Organizations are able to satisfy both their deficiency and growth needs
(Greenberg &Baron2003 p.194) this view was supported by Shipley & Kelly
(1988, p.18)Shipley & Kelly (1988, p.18) argue that as need satisfaction is an
attitude, and that it is perfectly possible for a worker to be satisfied with his/her
need, but not be motivated the Reverse of which holds equally true. Hence, need
satisfaction and motivation are not synonymous and both need fulfillment and unfulfillment can have negative as well as positive influence on motivation
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Criticisms of Maslows Need theory of motivation
Maslow proposed that if people grew up in an environment in which their
needs are not meet, they would be unlikely to function healthy, well-adjusted
individuals. Research testing Maslows theory has supported the distinction between
the deficiencies and growth needs but Showed that not all people are able to satisfy
their higher-order needs on the job. According the results of the research managers
from higher echelons of organizations are able to satisfy both their growth and
deficiency needs lower level managers are able to satisfy only their deficiency needs
on the job. Maslows theory has not received a great deal of support with respect to
specific notion it proposes (Greenberg &Baron 2003, p195). To them this model is
theorized to be especially effective in describing the behavior of individuals who are
high ingrowths need strength because employees who are different to the idea of
increasing their growth will not realize any physiological reaction to their jobs.
Centers & Bengal (1966, .193) in their carried out among a cross-section of the
Working population in Los Angeles, posited survey background factors, altitudes and
aspirations affects workers needs, expectations and situation assessment. According
to Graham & Messner (1998, p.196) there are generally three major criticisms
directed to the need theory and other content theories of motivation.
(a) There is scant empirical data to support their conclusions,
(b) They assume employees are basically alike, and
(c) They are not theories of motivation at all,
But rather theories of job satisfaction. This was supported by the views of Nadler &
Lawler (1979) in Graham &Messner (2000, p 188).Nadler & Lawler (1979) cited in
Graham &Messner (2000, p.198) were also critical of the need theory of motivation.
They argue that the theory makes the following unrealistic assumptions about
employees in general that:
(a) All employees are alike
(b) All situations are alike and that
(c) There is only one best way to meet needs.
Another critic to this view was Basset-Jones & Lloyd (2004, p 961).Basset-Jones &
Lloyd (2004, p 961) presents that in general, critics of the need theory argue that it is
as a result of the natural feeling of employees to take credit for needs met and
dissatisfaction on needs not met. Nonetheless and regardless of the heavy criticism
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levied at the hierarchy of need theory, I Believe that this theory has a made a
significant contribution in the field of organizational behavior and management
especially in the area of employee motivation and remains attractive to both
researchers and managers alike. The incorporation of the need theory into the work
environment today could be as a result of the contributions made so far by Maslows
Hierarchy of need theory.
Purpose of Study
There are numerous definitions for employee motivation, but for the purpose
of this study employee motivation has been defined by Robbins, (1993), (as cited in
Ramlall, 2004), as: the willingness to exert high levels of effort toward
organizational goals, conditioned by the efforts ability to satisfy some individual
need. As employee motivation is an important topic in hospitality literature, there
has not been a study profiling hourly tipped and non-tipped restaurant workers
motivations in the United States. For that reason, this study desires to provide
practitioners in the restaurant industry a comparison and analysis of employee
motivation between the two employment groups and their level of organizational
commitment.
Background of Study: A Review of Literature
Employee motivation has been proven to be a long term success factor in
many organizations; however, many organizations still overlook the topic (Kovach,
1995). Employee motivation has been studied in the hospitality literature with
various approaches and theories. In satisfying the purpose of this study current
theories of motivation are divided into four categories: employee motivation need
theories which profile motivational need theorists Maslow (1943) and McClelland
(1961), employee motivation equity theories which explain the theories of Adams
(1963), based off of prior work by Festinger (1957), employee motivation expectancy
theories developed by
Vroom (1964), expanded by Hackman & Porter (1968), and further extension
of expectancy theory by Porter & Lawler (1968), and task and goal employee
motivation theories developed by Herzberg (1959), Locke & Latham (2002) based
from prior work of Ryan (1970), Reynolds (2002) derived from Rosenthal &
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Jacobson (1968), followed by Hackman & Oldham (1968) and concluding with
McGregor (1960).
Employee motivation in the hospitality industry can be defined a force that
pushes people to make a particular job choice, remain at the job, and put in effort
(Simons & Enz, 1995). The hospitality industry has published three studies in various
parts of the world describing motivations of hotel workers measured by a scale
developed by Kovach (1995) called the ten job motivating factors. The respondents
in all three studies, ranked the ten job motivating factors one to ten, with one as the
most important and ten as the least important. In the study of the Caribbean hotel
workers, Charles & Marshall (1992) divided respondents into two categories:
organismic and organizational dimensions. The organismic variables were
characteristics that the workers possessed and brought with them to the work
situation. These variables included: age, gender, and education (Charles & Marshall,
1992). Organization variables were the characteristics that the workers acquired as a
result of their employment. These organizational variables included: the rank in the
organization, amount of guest contact in their position, and the number of years in
that current position (Charles & Marshall, 1992).
Wong, Siu, & Tsang (1999) utilized the ten job factors survey in the same
manner ranking the ten job motivating factors one to ten, with one as the most
important and ten as the least important. Wong, Siu, & Tsang (1999) divided the ten
job motivating factors in-to two variables: intrinsic and extrinsic variables. The
intrinsic variables consisted of: a feeling of being involved, supervisors help with
personal problems, interesting work, promotion or career development, supervisors
help with personal problems, and full appreciation of a job well done. The extrinsic
variables are: job security, good wages, tactful discipline, and good working
conditions (Wong, Siu, & Tsang, 1999).
Simons & Enz (1995) also applied the ten job factors survey in the United
States and Canada surveying hotel workers, ranking the ten job motivating factors
one to ten, with one as the most important and ten as the least important. Their
studied revealed that different departments within a hotel respond to different
motivators. They found significant differences in some demographic variables such
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as age but no significance in gender. Simons & Enz (1995) recommend asking an
individual if you do not know their motivation.
To better understand tipped workers, it is good to have an understanding of the
practice of tipping. According to Azar (2003), tipping is a phenomenon that
illustrates that economic behaviour is often motivated by social norms and
psychological reasons. Over three million people earn income in the U.S. from tips
(Wessels, 1997; Azar, 2003). Ac-cording to Lynn et al (1993), (as cited by Azar,
2003), there are over thirty-three service professions that receive tips.
Azar (2003) claims that tipping has implications for economics and
management in four ways:
1.) As a social norm tipping has implications for social economics,
2.) People tip because of feelings of embarrassment or unfairness signifying
implications for behavioural economics,
3.) As tipping is a source of income for over 3 million people, tipping is
connected with labour economics, and
4.) Research performed by Lynn (2003) states a common fallacy that judging
the amount of gratuity a server receives is commonly believed to be a representation
of their service level.
Lynn (2003) was able to prove that this is not the case. Studies conducted by
Lynn (2003, 2001) state that many restaurant managers rely on tips as a motivator, an
incentive to provide good service. However, the servers themselves do not correlate
this relationship (Lynn, 2003).
Motivators for tipped employees may have more of a relationship with their
immediate supervisor or manager (Lynn, 2003, 2001). Weaver (1988) states that
hourly employees in the hotel industry are better in tune with their motivation needs
than management and perceive motivation programs as hot air. In response to those
feelings, Weaver (1988) developed Theory M as a potential motivator for hourly
employees. The main postulate of this theory is to make employees feel that they are
being paid what they are worth (Weaver, 1988). According to Weaver (1988), he
argues that raising minimum wage will not produce the same effect as the incentive
because it is not the same as being paid for what you are worth. Weaver (1988)
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argues that if all tipped employees wages were tied to their output, the industry may
be able to solve its motivation problems.
There has been many definitions for organizational commitment beginning
with Becker (1960) describing the concept of commitment as, consistent lines of
activity. For the purpose of this thesis, organizational commitment is defined as the
relative strength of an individuals identification with and involvement in a particular
organization, (Mowday, Steers, & Porter, 1979). Organization commitment has
received much attention in social science literature and has been studied in the
hospitality literature with various approaches and theories. This study approaches
existing theories of organizational commitment divided into four categories:
organization commitment defined by Mowday, Steers, & Porter (1979), based off of
the prior work of Becker (1960), the development of side-bet theory from Meyer &
Allen (1984), social relation-ships and organizational commitment by Madsen,
Miller, & John (2005), and various applications in the hospitality industry.
Employee Motivation Need Theories
Employee motivation is based on a force that pushes people to make a
particular job choice, remain at the job, and put in effort (Simons & Enz, 1995).
Motivational need theorists derive that a need can evolve from physiological or
psychological deficiencies that arouse behaviour (Ramlall, 2004). According to
Ramlall (2004) employee motivation need theories are defined by as internal factors
that energize behaviour. Another definition of employee motivation is defined by
Robbins (1993) (as cited in Ramlall, 2004) as: the willingness to exert high levels of
effort toward organizational goals, conditioned by the efforts ability to satisfy some
individual need. Therefore to engage in the practice of motivating employees,
employers must understand the unsatisfied needs of the employee groups. Unsatisfied
needs can be defined as tension that stimulates drives within the individual,
(Ramlall, 2004). In this context this type of tension presents a goal for the worker
because the worker carries out search behaviour to satisfy the deficient need,
thereby reducing the perceived tension (Ramlall, 2004).
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Maslows Theory
According to Maslow (1943) human needs can be arranged in a hierarchical
manner with lower level needs being a prerequisite of higher order needs. The bottom
tier consists of physiological needs, i.e.: food and shelter. After an individual has
accomplished gratification of the physiological needs, the next tier progresses to
needs consisting of: safety and security needs. Needs for love, affection, and
belongingness exist in the tier above safety and security, and begins to start higher
level needs as the two bottom tiers were physical needs. This next tier above social
needs consists of ego and esteem needs. After these needs are met the final tier
consists of the need for self-actualization, to be completely developed as a person.
(Maslow, 1943) According to Maslow, (as cited by Tesone, 2005) self-actualization
or ego needs could never be fully satisfied.
Champagne and McAfee in their book, Motivating Strategies for Performance
and Productivity: A Guide to Human Resource Development, (as cited in Ramlall,
2004), provided a list of employee needs based on Maslows hierarchy. However,
depending on the worker and organization, these needs can vary (Ramlall, 2004).
McClellands Theory
McClellands (1961) in a text titled The Achieving Society, notes that Freud
pioneered the notion that one need may satisfy other motives. McClelland defined
needs into three categories: 1.) the need for achievement, 2.) the need for affiliation,
and 3.) the need for power. (McClelland, 1961) The achievement need is described as
a desire for achievement, combined with other influences such as social approval,
and ability. The affiliation need is described as a concern for establishing,
maintaining, or restoring positive relationships. People with affiliation needs are
seeking approval (McClelland, 1961). The need for power is described as a superior
person that can control or influence a subordinate. McClelland states that these needs
can influence their management style. High affiliation people tend to not perform
well as managers because of their need to maintain positive social relationships.
People with high power needs and low affiliation tend to be successful leaders, while
people with high achievement needs tend to perform well as entrepreneurs
(McClelland, 1961; Ramlall, 2004.)
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Ross (1992) decided to explore McClellands need theory into four dimensions
consisting of achievement, affiliation, dominance and autonomy. Ross investigated
these needs using a test validated by Steers and Braunstein (as cited by Ross, 1992)
measuring these four dimensions in the workplace called the Manifest Needs
Questionnaire. Potential employees of the hospitality industry which were students in
their last year of high school in Australia were surveyed. The study concluded that
these students felt that the four needs of: achievement, affiliation, dominance and
autonomy were important and should be recognized in running a tourism
organization (Ross, 1992).
Ross (1997) investigated McClellands need theory in the tourism industry. He
applied McClellands motivation concepts which are usually applied to work settings
and focused them to backpacker tourist behavior (Ross, 1997). The three postulates
of McClellands need theory: power, affiliation and achievement have been adapted
to this study. McClelland (as cited by Ross, 1997) has argued that the need for power
coincides with an individuals need to control their environment. The environment
can consist of surroundings and/or other persons (Ross, 1997). According to
McClelland (1965), the need for affiliation is caused by a need for social acceptance,
friendship or belonging. The need for achievement is regarded with individuals that
seek high personal accomplishment, enjoy taking risks, research the environment,
and desire feedback (Ross, 1997). Ross (1997) gathered a sample of 273 backpackers
traveling in Australias north-eastern seaboard.
The major findings of this study revealed that two need motivators were
important to this type of tourist: the need for power, (which is described as
environmental controllability) and achievement (Ross, 1997). The individuals in the
study that had high need for achievement also placed high value on vacations, and
may be more likely taken by people with higher levels of need achievement (Ross,
1997). This investigation successfully applied two postulates of McClellands need
theory to backpacker tourists in Australia: achievement and power. Further studies in
different types of markets would be necessary to seek application of all postulates of
the theory (Ross, 1997).
Employee Motivation Equity Theories
Adams Theory
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Equity theory has strong foundations in the work of Adams (1963, 1965).
Adams developed his inequity theory based on the work of Festinger (1957) (as cited
in Adams, 1963) and his theory of cognitive dissonance. Adams (1963) describes
cognitive dissonance theory into two assumptions, first stating that a presence of
inequity will create a tension. The size of the tension is variable considering the
amount of inequity. Secondly, the tension created will drive the possessor to strive to
reduce that tension (Adams, 1963). Equity theory contains three main premises: the
first premise states that employees should sense that their contributions are returned
in a fair and equitable manner (Carrell & Dittrich, 1978; Ramlall, 2004).
The second premise states the concept of social comparison. Social
comparison is how employees believe their outcomes should be returned based on
their inputs. Inputs consist of skills, education, and effort and out-comes consist of
compensation, fringe benefits, promotion, and job status (Adams, 1963; Carrell &
Dittrich, 1978). The last premise of the theory suggests that if an employee senses
themselves in an inequitable situation, they will seek to reduce the inequity (Adams,
1963; Carrell & Dittrich, 1978). The individual may attempt to resolve the inequity
by cognitive dissonance (Adams, 1965) or alteration of inputs and outcomes, or by
leaving the organization (Carrell & Dittrich, 1978).
Equity theory was applied to the hospitality industry in a recent study by
Susskind (2002). Susskind (2002) interpreted equity theory with restaurant
consumers word-of-mouth communication patterns. Consumers assess their
experiences based on what they to measure these experiences, Susskind (2002)
interviewed 310 shopping mall patrons in the eastern and Midwestern United States
at a table in front of the malls food court. Each participant was given a lottery ticket
for participating in the survey. Participants were asked to describe a recent complaint
in a restaurant setting within the past six months that was brought to the service
providers attention.
The next question was to describe the resolution of the complaint. Examining
Figure 2 in this study explains Susskinds (2002) process. Susskind (2002)
categorized these complaints into two dimensions: food related and service related. A
two-by-two classification was constructed using degree of correction of the
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complaint (high or low correction), and the experience outcome (positive or
negative). The output was a four square matrix consisting of
1.) Low degree of correction and negative outcome,
2.) Low degree of correction and positive outcome,
3.) High degree of correction and negative outcome,
4.) High degree of correction and positive outcome, (Susskind, 2002).
The inequity resulting in these restaurant dining situations follow two
postulates of Festingers (1957) cognitive dissonance theory (as cited in Adams,
1965). The first postulate is that there is the presence of inequity creating tension, and
that the tension is relative to the extent of the inequity. The second postulate is that
the tension will motivate the person to achieve equity (Adams, 1965). However it
should be understood for equity to be achieved in restaurant service recovery
situations the correction must be as close to that customers desire as reasonable
(Susskind, 2002).
Employee Motivation Expectancy Theories
Vrooms Theory
Vroom (1964) developed expectancy theory, a theory of work motivation.
Expectancy theory can be defined as: The three components of this theory are
valence, instrumentality, and expectancy (Vroom, 1964). Valence is developed from
prior work developed by Lewin (1938), & Tolman (1959), (as cited by Vroom, 1964)
meaning to be understood to describe preferences, or affective orientations toward
outcomes (Vroom, 1964). An outcome is can be labeled as positive or approach
outcome, negative or avoidance out-come (Vroom, 1964).
Positively valent outcomes are outcomes in which the individual would prefer
attaining the outcome to not attaining the outcome, and negatively valent outcomes
are when the individual prefers not attaining the outcome to attaining the out-come
(Vroom, 1964). Vroom (1964) goes on to describe that there may be differences
between the satisfaction the person expects to receive and actual satisfaction.
Anticipated satisfaction is noted as valence, and actual satisfaction is labeled as value
(Vroom, 1964). This theory also highlights the level of motivation as compared the
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outcome of performance (Ramlall, 2004). However, not all outcomes that are
positively or negatively valent to the individual are expected to be satisfying or
dissatisfying. Performance may be enhanced to enhance status in the community or at
work through promotion (Vroom, 1964).
Instrumentality is the second postulate of the theory which is explained as a
probability belief linking one outcome to other outcomes, (Ramlall, 2004). An
outcome will be positively valent if the individual believes that the outcome contains
high instrumentality for the attainment of positively valent outcomes and avoidance of
negatively valent out-comes (Ramlall, 2004). The last concept of the theory is labeled
as expectancy. Vroom (1964) defines expectancy as the passing belief that an instance
will be followed by a particular outcome. This differs from the concept of
instrumentality because it is an out-come-outcome association, whereas expectancy is
an action outcome association (Vroom, 1964).
Hackman & Porter
Hackman & Porter (1968) tested expectancy theory predictions of effort in an
on-going work situation utilizing measurement techniques from the attitude theory of
Fishbein (1963) (as cited by Hackman & Porter, 1968). These predictions were
attempting to diagnose and change the motivation levels of individuals (Hackman &
Porter, 1968). An equation for measurement of expectancy was based on the two
factors,
1.) The strength of which the individual expects outcomes from the act, times
2.) The attractiveness of the expected outcome.
The equation is condensed as, force equals expectancy times valence, F= E
x V (Hackman & Porter, 1968). The researchers gathered a sample of 82 female
service representatives at three comparable sized telephone company offices that have
been employed at least three months (Hackman & Porter, 1968). The participants took
an anonymous questionnaire that contained measures of expectancy and valence. The
first part measured positive or negative valences (expectancy) and the second part
measure outcomes on a seven point scale. This study was able to identify an
individuals perceptions and evaluations that increase their motivation to work hard
and those that detract from motivation (Hackman & Porter, 1968). In Figure 4,
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derived from Hackman & Porter, (1968) patterns of expectancy and valence can be
followed to find motivation.
For instance, those individuals with high expectancy and high positive
valence will have enhanced motivation, while those individuals with high expectancy
and high negative valence will have detracted motivation, and those individuals with
low expectancy, and neutral valences will have little or no effect on their motivation
(Hackman & Porter, 1968). The benefits of diagnosing the work situation will enable
changes to be made to increase a performers motivation. Hackman & Porter (1968)
suggest
1.)
Providing new outcomes which have value for the worker resulting
from hard work,
2.)
Changing expectancies so that hard work and positively valued

outcomes are strengthened, or changing the link between hard work and
negatively valued outcomes, or
3.)
Changing the valences of existing outcomes (Hackman & Porter, 1968).
Task and Goal Employee Motivation Theories

Herzbergs Two Factor Theory
Herzberg began research on factors that affect job motivation in the mid
1950s (Ramlall, 2004). Herzberg (1959) developed his two factor theory derived
from work of Mayo and Coch & French (as cited by Herzberg, 1959). Mayo (as cited
by Herzberg, 1959) discovered that relationships between workers and their
supervisors had more of an effect on worker output than any kind of manipulation of
environmental conditions. Mayo also found that informal associations of a group of
men can influence productivity levels (as cited in Herzberg, 1959). Coch & French
( as cited by Herzberg, 1959) stated that the employees that are given the prospect to
set goals and make decisions that affect their work are employees that will accept
change more readily than those employees that are not given those opportunities.
Herzberg (1959) took three approaches to measure job attitudes:
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1.) By demographic variables, using demographics such as gender, age,
education level, social class, and occupation type to evaluate similarities
and differences,
2.) To used scaled inventories of worker morale and job attitudes, and
3.) Observation, where the researcher observes the behavior of workers.
Herzberg (1959) was seeking to answer the question, what does a worker want from
their job? to develop this answer, three methods could be used: a list of factors for
the workers to rank and rate in order of desirability, another method was to question
workers spontaneously about their likes and dislikes of the job, and creating an
inventory or questionnaire. While developing these factors Herzberg (1959) found
that some factors were satisfying and others were dissatisfying. These factors
became integral to the theory and became known as motivators that bring job
satisfaction and hygiene factors that brought job dissatisfaction (Herzberg, 1959).
Job motivators tended to be intrinsic to the matter of the job. These motivators
consisted of: achievement, recognition, the job itself, responsibility, job
advancement, and growth (Ramlall, 2004).
Job dissatisfaction is the result of extrinsic non-job-related factors labeled as
hygiene factors. Steers (as cited by Ramlall, 2004) defined this list of hygiene
factors: company policies, salary, co-worker relations, and supervisory styles.
Hygiene theory states that the removal of job dissatisfies do not result in a state of
job satisfaction. The result is a neutral state. Job satisfiers are distinct and different
from job dissatisfies; motivation can only be increased by the use of job enrichment
(Ramlall, 2004). If man-agers remove the job dissatisfies this can alleviate the
dissatisfaction, but does not bring motivation (Ramlall, 2004).
Theory X and Y
McGregor (1960) wrote The Human Side of Enterprise, after three decades of
research in working conditions and workers attitudes toward their jobs (Bobic &
Davis, 2003). McGregor was interested in studying motivation and how workers
were motivated, and how managers and supervisors could encourage motivation
(Bobic & Davis, 2003). To explore this needs based motivation theory, McGregor
drew upon the works of Agrygis, Herzberg, and later Maslow, which would be one
Page 18

the most important foundations for his theory (Bobic & Davis, 2003). McGregor
believed that most organizations operated under classical management or Theory X
(McGregor, 1960; Bobic & Davis, 2003).
The three premises of Theory X are:
1.) That humans dislike work and will avoid it when they can,
2.) Due to the belief in premise one, humans must be coerced, controlled,
directed, threatened with punishment to get them to put adequate effort to work,
3.) Humans have a preference to being directed, avoid responsibility, possess
little ambition, and desire security, (McGregor, 1960; Bobic & Davis, 2003).
Theory X assumes that workers are more interested in attaining the lower
needs such as safety and physiological needs, and Theory Y is after higher level
needs such as social or esteem needs (McGregor, 1960; Bobic & Davis, 2003).
Therefore, the Theory X assumptions are more autocratic and dictated, looks to
humans as cost centers, and the Theory Y assumptions are democratic and
contributing, employees as resources that can be used for return on investment
(Strauss, 2002; Schrage, 2000).
The six assumptions in Theory Y are as follows:
1.) This states that the average human does not dislike work and will expend
physical and mental energy in work as naturally as play or rest,
2.) Humans will exercise self-control and self-directions to the objectives that
they are committed so external control and threat of punishment is not the
only way to bring effort toward the organizations goals,
3.) The commitment to objectives is a function of the rewards associated with
their achievement,
4.) The average human learns under proper conditions to accept and seek
responsibility,
5.) The capacity to exercise a high degree of imagination, ingenuity, and
creativity in the solution of organizational problems is wide-ly, not
narrowly distributed in the worker population,
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6.) Under the conditions of modern industrial life, the intellectual possibilities
of the human being are only partially utilized, (McGregor, 1960; Bobic &
Davis, 2003). According to Bobic & Davis (2003), workers experience a
different type of environment than that of the time The Human Side of
Enterprise was published, Maslows hierarchy needs to be questioned, and
the concept of creativity is multidimensional.
Bobic and Davis (2003) argue that the foundations and assumptions that
Theory Y is better must be reconsidered. According to Salaman, (1979) (as cited by
Bobic & Davis, 2003), Theory Y is considered to be a hypocritical form of Theory X,
or it does not work in the real world may want to consider the mismatch of method to
manager (Bobic & Davis, 2003). Bobic & Davis (2003), note a study conducted by
Staw & Epstein (2000), showing that no matter what the management method, it was
the fact that people had to be managed (Bobic & Davis, 2003). This was McGregors
original belief, and the reason he is cate-gorized in the human relations school of
management (Bobic & Davis, 2003; Strauss, 2002).
Ten Job Related Factors
Kovach (1995) conducted longitudinal studies and surveys on the ten jobrelated motivational items (Charles & Marshall, 1992). In this study, Kovach (1995)
compares the results of three studies conducted in 1946, 1981, and 1995. The study
consisted of industrial workers ranking their preferences of the ten job related factors.
The factors contained in this list are intrinsic and extrinsic (Kovach, 1995; Wong,
Siu, & Tsang, 1999). These are the ten factors that comprise the list (Kovach, 1995):
Tipped Employee Motivation Theories
Weaver (1988) states his belief that hourly and salaried workers differ in their
motivations. An example demonstrated explains when a hotel changes hands or
brands that the hourly employees generally stay, while management leaves to
continue their career and loyalty to the company (Weaver, 1988). Weaver (1988)
criticizes existing theories of motivation and management, explaining their
applicability is not widespread to all types of workers. Weaver (1988) claims that
Maslow (1943) and the hierarchy of human needs may be possible for those in
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salaried positions, but provide little relevance to those in positions such as: busboy or
dishwasher, with little room for opportunity.
The same belief is held for Herzbergs two factor theory, Weaver (1988)
believes those in management will endure because of the motivators, but believes this
approach is not effective for hourly employees.
Weaver (1988) states that many hotel chains have made a conscious effort to
move away from Theory X type management and move into the positive, Theory Y
management. Theory Y does yield positive results because people are praised and
encouraged, however, workers will not necessarily perform well because their
management is nice (Weaver, 1988).
Weaver (1988) discusses Theory Z which was introduced by Ouchi (1981) and
is based on the Japanese model of management, encouraging strong company
philosophy and culture. Theory Z developed over time in Japan (Ouchi, 1981). At the
WWII major firms in Japan were composed of small groups called Zaibatsu (Ouchi,
1981). These Zaibatsu were comprised of steel companies, shipping, insurance and
trading companies all centered with a powerful bank (Ouchi, 1981). Then there were
satellite companies that provided service to their one major company, producing a
bilateral monopoly (Ou-chi, 1981). In this setting, because the customer has one
supplier and vice-versa, a strong relationship is developed (Ouchi, 1981).
According to Ouchi (1981), Zaibatsu were le-gally dissolved after WWII, but
the spirit of Zaibatsu and lifetime employment endures. In Japan, every firm shares
bonus pay with all of the employees, based on the organiza-tions performance as a
whole usually paid every six months, Japanese firms have a large number of
temporary employees, usually comprised of women, and the satellite firms exist at
the larger firms disposal (Ouchi, 1981).
In Japan, employees are placed into firms by the University and private
schools that have relationships with the firms (Ouchi, 1981). After hiring, the
employees are guaranteed lifetime employment and a comfortable retirement (Ouchi,
1981). According to Ouchi (1981), an employee will have to work for ten years in
many different positions even before being considered for promotion. Therefore, in
Japan, it is very important to attain lifetime employment with a firm, group reward,
Page 21

quality assurance, and employee loyalty (Ouchi, 1981). Theory Z insists that workers
are part of a family or team (Weaver, 1988). Many hotel companies, such as Marriott,
implemented company songs, which are more popular with managers than hourly
employees (Weaver, 1988).
Weaver (1988) expressed that hotel workers may be more cynical than
employees in other industries. Weaver (1988) offers the explanation that hotel
workers observe peoples behavior when they are away from home.
According to (Wiley, 1997,p264) modern approaches to motivation may be
organized into three related clusters:
(1) Personality-based views
Where personality-based views emphasize the influence of enduring personal
characteristics as they affect goal choice and striving. Workplace behaviour is posited
to be determined by persons current need state in certain Universal need category.
2) Cognitive choice or decision approaches
Cognitive choice approaches to work motivation emphasize two determinant
of choice and action; expectations, and subjective valuation of the consequences
associated with each alternative. These expectancy value theories are intended to
predict an individual choice or decision.
(3) Goal or self-regulation perspective;
Goal framework to work motivation emphasis the factors that influence goal
striving which focuses on the relationship between goals and work behavior.
The assumption is that an employees conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and action.
It is worth noting that an in-depth review of all the different theories mentioned
above, is beyond the scope of this thesis. However, the personality-based perspective
of work motivation within which Maslow need theory of motivation and Alders ERG
theory falls will provide the main support and serve as a foundation for the research
reported in this thesis. Specifically, as organizational scholars have paid a great deal
of attention to the idea that people are motivated to use their jobs as mechanisms for
satisfying their needs. This is intend to use Maslows hierarchy of need theory of
motivation as a foundation to identify the factors that motivate todays employees,
Page 22

and in the process determine a ranking order of factors that motivates these
employees, the original Maslow theory will be looked at more detail hereof.
Maslows need for Hierarchy Theory
Herzbergs has two factor them: Maslows theory had been modified by
Herzberg called as two factor theory. According to him, the first group of needs is the
things that as company policies, administration & supervision. Herzberg called these
factors as the dissatisfies and not motivations.
In the second group. The satisfies, i.e., they are motivation. These factors are
related to job content. He included factors like achievement recognition, challenging
work, advancement and the growth in this category.
Aldfer's ERG Theory
Aldfer also feels that needs should be categorized and there is basic distinction
between lower order needs and higher order needs. Aldfer identifies three group of
needs i.e., existence, relatedness and growth. Hence called ERG theory.
This theory is somewhat similar is Marlow and herzberg models. But he does
not assert that lower level needs has to be satisfied before a higher level need nor does
he say that the deprivation is the only way to achieve a need.
McClellands theory of Needs
This theory is developed by David Mc Clelland - a- Harvard, a psychologist.
This theory focused on three needs i.e.,
Need for achievement: It refers to the drive to excel, to achieve in relation to
standards set and to strive to succeed.
Need for power: Need for power refers to the desire to make others behave in a
way that they would not otherwise have behaved in. In other words, need for power is
the - desire to have impact to be influential and control others.
The process of employees motivation
The process begins of tension within drives or needs of an employee. Next
there is a search within the company or groups or within employee to fulfil his
desires. When the employee is satisfied with his financial motivation he redefines his
desires and needs and the process is initiated again.These groups of researchers were
Page 23

over the years divided into what was later labeled the Contentand process theories of
motivation. According to steers, mowday &Shapiro
Tension or drive
To fulfill or need
Fulfillment and
Re-definition of needs
Goal directed
Behavior
Process theories of motivation

Process theories contribute to the complex processes involved in the
motivational effort.
1. Vrooms expectancy theory of motivation
Victor vroom felt the content models were inadequate explanations of the
complex process of work. Motivation and developed a relatively new theory of
motivation. According to this theory motivation of any individual depends on the
desired goal and the strength of this expectation of achieving the goal. He built three
concept namely valence, instrumentality and expectancy.
Porter and lawyer model
According to them performance is a function of three important factors,
1. If an employee wants to perform, he must be motivation.
2. Motivation alone does not ensure performance and hence a person must have
the necessary abilities and skills as well.
3. An employee must have an accurate knowledge of job requirement.
Effort
Greater the effort, greater the probability to get reward
Performance
Performance results only with good effort.
Reward
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Intrinsic and extrinsic reward like pay, promotion and status are offered by the
organization.
Equity theory of work motivation
These theory arguers that a major input into job performance and satisfaction is
the degree of equity that people perceive in their work situation both the inputs
persons and other are based upon the perception of the person. Age, sex education,
economic and social status, skill experience training, education, level of difficulty,
performance, position in the organization all examples of perceived input variables.
Cognitive evaluation theory
R. de charms proposed that the introduction of extrinsic rewards i.e, salary,
benefits and perks that had been previously instincally rewarded due to pleasure
associated with content of work itself would tend to decrease the overall level of the
motivation. This proposition is termed as cognitive evaluation theory.
This theory also argues that use of extrinsic results in deviation of the outcome
of intrinsic rewards (achievement, responsibility etc) Extrinsic rewards (High salary,
promotions etc.,)
Reinforcement theories
This theory is known as operant containing theory. B.F.Skineer developed this
theory. According to this theory, behaviour of people is mostly influenced by its
consequences. The actions that result in positive consequence tend to be repeated
more often. In contrast the actions the results in the negative consequence tend to be
repeated less often.
Reinforcement: The action is said to be reinforcing if the occurrence of the
event following some behavior makes the behavior more likely to repeat in the future.
There are four types of reinforcements i.e.,
Positive reinforcement
Negative reinforcement
Punishment and
Extinction
A. Positive reinforcement
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Following the positive behaviour the employee is provided with a desirable
event like high salary, better benefits, recognition and status.
B. Negative reinforcement
Following the withdrawal of a negative reinforce, the positive behaviour tends
to occur more frequently.
C. Punishment
Punishments take place when an undesirable or unpleasant event occurs
following some behaviour and makes the behaviour less frequent to occur.
D. Extinction
Extinction occurs when the withdrawal of an pleasant or desirable event
results in the behaviour becoming less likely to occur in the future.
TECHNIQUES FOR MOTIVATION
Motivational Applications
The motivation theories help in the following areas.
1. Designing of incentive system
2. Motivational job design
3. Quality of work life.
1. Designing of incentive system
An incentive scheme is a plan or programs to motivate individuals for good
performance. An incentive is most frequently built on monetary reward, but may also
include a verity of non-monetary rewards and prizes.
a) Financial Incentives
These are in direct monetary form or measurable in monetary worth which are
provided to motivate people for better performance. These incentives may be
provided either on individual basis or collective basis.
The basic logic of monetary incentives is the individuals will use their
potentials for better performance in order to earn more money.
b) Non-Financial Incentives
In addition to financial incentives, provides non-financial incentives to
Page 26

motivation people in the organization. The non-financial incentives can be grasped as
individual and collective incentives.
Individual incentives includes status, promotion, responsibility, job security,
work recognition etc.,
c) Collective Incentives
These collective non-financial incentives includes, responsibility, job security,
work recognition etc.,
2. Motivational Job Design
Job design integrates work content, the rewards and the qualifications required
(Skill knowledge, abilities) for each job in a way that meets the needs of employees
and the organization.
Job Design Includes
1. Job Simplification - jobs broken into small Parts.
2. Job Rotation - person rotated at different jobs.
3. Job Enlargement - person involved in variety of jobs at a time.
4. Job Enrichment - this aspect of job design had been given the
maximum emphasis, for personal growth and meaningful work
experience.
3. Quality of Work Life
It aims at integrating the socio - psychological needs of people in the
organization the unique requirements of a particular technology. It is concerned with
the overall climate of the work. Nadler and lawler have defined it as,
"Quality of life is concerned about the impact of work on people as well as on
organization effectiveness and the idea of participation in the organizational problem
solving and decision making".
Motivational pattern in Indian Organization

The results of various studies on the motivational pattern of managers and
Page 27

workers are quite different and even contrasting. The situation may be because of the
differences in
1. Research design used for the studies
2. Organizational characteristics from where the samples have drawn and
3. Timing of various studies
As India, is basically a developing country and situational variables may be
quite different as compared to advanced countries.
When we take human beings in organizations for analyzing motivational
pattern we identify two groups of individuals i.e., managers and workers. Workers
generally tend to identify themselves distain city. This is so because management
enjoys certain authority in the organization to make the decisions get implemented,
while workers are devoid of such authority. Some of the studies have focused their
attention on motivation of managers while others have analyzed of workers.
Further, family, social back ground, level of education and competence,
aspiration and growth avenues in the organization create distinction between the
expectation of managers and workers while working in the organization.
Approaches Regarding Motivation
In addition to various theories, there are two approaches regarding motivation
a) Contingency approach
b) Human relations approach
Contingency Approach
This approach emphasizes on linking between Micro Motivation and Macro
Motivation. Micro Motivation operates at the level of individual firms while Macro
Motivation at Broad social level. Thus contingency approach emphasizes on the
analysis of individual and organizational variables.
Human Relation Approach
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Elton mayo and his co-workers worked on this approach in order to illustrate
the psychological status of work groups. Through various experiments, really
assembly test group etc., he conducted an examination on the mental statues of
workers during the work period.
According to this approach the workers should not only be treated as work force
but also their ideas, goals, attributes should also be given importance. Their
experiments proved that the workers not only as social and economic beings and but
also they are psychological beings too. Their work is not only influenced by monetary
terms but also by the interpersonal relations. The importance of the informal work
groups was brought to through his experiments and interviews.
COMPANY PROFILE
Page 29

Sovereign Developers and Infrastructure Limited (SDIL) commenced its
operations in 2005, and within a short span, has achieved extraordinary success in the
real estate arena with successful projects in several sectors including hospitality,
residential and commercial sectors.
Initiated with the principle, Driven by Excellence, and with the vision to
combine high standards of technical knowledge and innovative concepts, SDIL stands
prominent among the top players in the industry.
Founders and current directors, Prakaash Kumar Singh and Deepakk Kumar,
with their outstanding leadership, made SDIL an inevitable presence in Bangalores
realty industry and is in plans to go international in the immediate future.
Sovereign Developers considers customers as most valuable asset, and always take
extra measures to meet their expectations in terms of quality assurance and project
completion.
Organisation Structure
To achieve efficiency and transparency in the organisation, reporting has been
decentralised and independent working modules have been tied-up with specific
centres.
Page 30
Infrastructure
Strength - Infrastructure
Diversification Every site of ours is equipped with these basic essentials
ensuring adherence to planned time-schedules. No site is dependent on other sites.
Page 31
Investment - Heavy Equipment

Foreseeing the emerging need, we have passionately invested in crucial heavy
equipment- thus developing much needed independence for time-bound project
execution.
The Team
Page 32
At the helm of affairs is a duo of young, enterprising, enthusiastic, energetic

and visionary brothers in their late thirties - Prakaash Kumar Singh and Deepakk
Kumar, the Promoter Directors.
Having incorporated Sovereign in 2005, they have in just six years, with their
rare blend of technical and managerial skills, hands-on experience coupled with
natural business acumen, achieved a remarkable growth that places them among the
industry leaders.
Ready acceptance and appreciation of delivery by clients has resulted in
meteoric and encouraging growth in the orderbook in the financial year just past.
Over these years of growth, a totally dedicated team of senior management
along with a strong Advisory Panel of Experts and several Project Managers is now
standing by the Promoter Directors.
Vision
Page 33
Our mission define what we do, and helps us deliver phenomenal work at
regularly. Everyone in our team strives to do better than what they did the previous
day, and the results of these efforts are seen in our projects. We constantly deliver
more than what we promised, stick to on time delivery, and make our customers smile
in satisfaction. All of this is possible by trying to stay true to our vision statement,
which says:
To achieve excellence in development of premium housing, infrastructure
building and construction activities through committed, sincere, honest and
transparent work.
Mission
Our vision guides us towards our mission, and directs us to improve our
efforts constantly every day. Our mission is To become a global leader in building
construction and infrastructure development field. To achieve this by professional
Project Management with innovative expertise driven by our vision, values
complemented by our pursuit of excellence. To have about Rs. 2000 crore order-book
by 2012. To achieve order booking of about Rs.10,000 crore by 2015.
Needless to say, this mission statement makes us want to get to work every day
and put in our best efforts. As a customer, you will benefit from our relentless pursuit
of excellence, which is evident from the response we have received to our projects,
like Unnathi an affordable luxury housing project of more than 22 lakh sq. ft. SBA
Page 34

which was sold out in just a month.
In future, too, we will continue to achieve our goals and delight our customers
at every possible juncture. We are targeting to achieve the goals in our mission
statement and diversify our horizon.
Business Endeavours
Our range of products, services and activities in the area of building
construction covers:
All types of civil and structural

works for - Residential, Group
Housing,
Industrial
Steel fabrication
Framework, Concreting and
and
Commercial Buildings, IT Parks,

Shopping Malls, Hospitals, Star
Form-work
Site-specific
on
site
planning,
surveying, designing, procurement,

fabrication,
erection
EPC-Engineering,
and
construction
Carpentry
Electrical,
for
Projects of any type based on

Client requirement.
Networking,
Firefighting and Closed-loop

Control Systems
procurement
activities
and
HVAC,
and
commissioning.
Sanitation
water-roofing
Hotels and Utilities
Plumbing,
All types of flooring and

cladding
Interiors,
Landscaping
and
Structural Glazing
Road-works,
Paving
and
peripherals
Core Competence
Page 35

Our success mantra is the time-tested combination:
The power that is unleashed from this combination is what we harness and
channelize into our Projects.
Time and again we have proved to ourselves that this is the combination that
delivers under all circumstances.
Our long list of successful Projects, in the short span of time, stands testimony
to this.
Key to success- Innovation
At Sovereign, out-of-the-box thinking is amply rewarded.
Employees at all levels are encouraged to bring in innovative ideas for

improving efficiency and quality.
Approved ideas are recognised and rewarded.
The motivated work-force goes through the Quality Circles and Quality
Centres drills.
Inter-Project challenges to achieve schedule competitions.
Teams beating schedule deadlines are also rewarded
All this is achieved without compromising on safety and quality in spite of

being on-time, every-time.
Resources- our Strength
Page 36
A young and dynamic team of qualified and trained professionals at all levels
- in administration and on-field engaged in execution.
Backed by a strong Technical team equipped with CAD Stations for Civil,
Structural and Architectural design and planning.
Our own trained Security Force, headed by former Defence personnel, guards
each of our Sites and maintains strict vigil.
On-line progress monitoring with digital, high-definition, remote-controlled

cameras at strategic locations on all the Project Sites, for constant tracking and
input to Head Office through dedicated leased line, also allowing real-time
Video Conferencing.
Blending the strengths of the planning and execution teams is a young

committed Management.
Between these, is a phenomenal cumulative experience of over a 100 years.
The success of our Project Management a/so goes to the strengthening of our
own infrastructure in terms of acquired RMC Hatching Plants, Cranes and
Heavy Equipment, Walkie-talkie sets with field-staff and security personnel,
Scaffolding Systems, Fabrication and Carpentry facilities with all tools and
tackles at all our Project Sites.
Concern For Occupational Safety And Health
Page 37
These two goals form an integral part of our work ethics. Our approach is
simple - prevention is better than cure. Safety is built into our site-design from
point zero.
Safe work practices like protection gear- hard-hats, shoes and hand-gloves,
masks where essential, are mandatory for personal safety.
With us safety is a rule and there are no exceptions.
A comprehensive Health-care system ensures regular health check-ups, 24x7

medical facilities at the doorstep and free medicines.
Employees are encouraged to build records of safety and inter-Project

competitions act as incentive.
No-mishap, no-hazard sites are suitably rewarded.
To our credit, no major accidents have occurred on our sites completed until
now.
Environment Policy
Special attention is paid to ensure adherence to environment friendly practices.
Page 38

Site inspection, cleaning, disposal of waste and recycling apart from
maintenance activities all follow the best practices.
We are accredited under IS0-1400 1:2004
for Environment Compliance.
Green Buildings - the new art of building
Addressing the complex problems of global warming and carbon emissions
coupled with rising cost of fuel have provided the necessary impetus to adopt
newer, more environment friendly construction methods and processes:
Rainwater harvesting to augment water supplies and lessen the burden on

utilities.
Grey-water treatment, recycling and reuse.
Improved design to resist heat in summer and retain heat in winter - focus on
reducing carbon emissions due to HVAC.
Application of materials made from recycled and wastematerials, sourced

from manufacturers with reduced carbon footprints.
Application of renewable energy devices such as Buildingintegrated

Photovoltaics (8/PV) to cut energy consumption and costs.
Maximum utilisation of natural elements of sunshine and wind draft to

improve Indoor Air Quality (IAQ).
USGBIC compliant designs are adapted.
Page 39
Our concerned staff are working on a unique project to consolidate the above
and integrate them into our future projects for our customers wherever
possible.
We are aiming for a GREEN lABEL.

While we at Sovereign hold high the importance of caring for our ecology
issues, our employees too are encouraged to bring this awareness and practice
into their day-to-day lives. In a small way, it is our contribution to the world
effort towards restoring ecological balance.
Human Relations Policy

- we care, we share
Employees also enjoy a share of the profits they help to earn. Duly
acknowledging the Employees contribution to the success of every Project,
Sovereign ensures that several basics are always in place:
Uniform overalls, Protection gear, on-site medical support
Blanket protection under Employees' State Insurance, Site Insurance and

Medical benefits as Health Insurance for self and their families; periodical
Site Visits by Doctors.
Suitable Serviced Apartments I Family accommodation for Site Staff and

Executives with local conveyance wherever required.
Canteen at Site with Clean potable water
Housing near Site for Contract Workers
Proper sanitation
Page 40
Crches (Anganwadis) for employees' children
Milk and food during day hours for children
Contract Workers also are covered under Workmen's Compensation I

Insurance Scheme
Telephone booth and Grocery Shop
Common Hall with TV for entertainment
Site protection with proper round-the-clock security
Sovereign's competitive edge

Our competitive edge is built into our style of functioning:
Meticulous Planning:
We firmly believe- "God is in the details". Every minute detail gets the
attention - it is observed, recorded, evaluated and tackled and absorbed into
planning.
Speed of Execution:
Very well understanding that 'time is money', we strive to cut down time
lapses and always finish before schedule leading to savings of valuable
resources for everyone.
Quality materials and services:
Stringent specifications, strict quality control, procurement from reputed
sources and rigorous quality inspection procedures at every stage ensure
consistent high quality of our end product. There is absolutely no compromise
Page 41

on materials, processes and people.
Working round the dock:
Managing our people resources across several shifts a day, through seven days
a week all year round ensures that we achieve our goals well within the
schedule.
Flexibility:
To go along with the sometimes-changing needs of a Project demanded by
clients, we have flexibility built into our planning and specifications.
Our prime concern - Quality
All our endeavours involve a pursuit of quality. Durability of structures is dependent

on the quality of concrete too. We achieve the best quality control through our own
Ready-mix Concrete Batching Plants at a/1 our sites manned by expert technical
teams.
On-site Laboratories and well/aid out quality control procedures ensure checks at
every step.
Sovereign has been certified under ISO 9001:2008, ISO 14001:2004 for
Environmental compliance and OHSAS 18001:2007 for Occupational Health and
Safety.
Page 42

Diversification - widening horizons
"Future belongs to those who seek it" - this has been the philosophy at Sovereign.
With feet firmly established in the Building Construction field, and
Infrastructure entering the sunrise mode, it was natural for us to progress into:
Real Estate Development- Low cost Premium Housing I Affordable Budget

Housing
Hospitality Projects including 3 Star to 5 Star Hotels
Joint Venture Property Development
In not so distant future, we intend getting into the Aviation Sector with our own
fleet of aircraft flying the skies across India.
On going Projects
Recent Launch
Page 43

Upcoming Projects
Completed Contract Projects
Corporate Social Responsibility

Not only employees but also Contract workers families get the benefit of one
employment for an immediate family member irrespective of skills or
qualifications, in the event of a natural death of their bread-winner.
Several contract workers have benefited with treatment for chronic ailments
arising during their service with us.
Specially devised, dedicated training programme for the physically challenged
and exposure to employment opportunities in association with Bharat
Sevashram Sangha are conducted.
Specially devised, dedicated training programme for the physically challenged
and exposure to employment opportunities in association with Bharat
Sevashram Sangha are conducted.
Support extended to complete the Temple and built several rooms for needy
visitors to Bangalore seeking medical aid, mark our step into community
service in association with the Bharat Sevashram Sangha at their Jakkur
premises.
Page 44
Solar lighting, lantern sets and support provided to Old Age home, run by a
charitable trust at Khumbhojgiri in Maharashtra.
We plan to support to ecology awareness and conservation projects in and
around Bangalore for increasing the green cover through afforestation, thus
committing to offsetting our Carbon footprint.
Concern for all stakeholders
Progress at Sovereign cannot happen without the support of all stakeholders. At
the same time, it becomes a great responsibility for Sovereign to ensure that the
interests of all stakeholders are held uppermost. At Sovereign no stone is left
unturned to achieve the best in the interest of all. We take our vision, mission
and values very seriously and strive to live up to them every day, making sure
that all stakeholders are suitably satisfied.
Page 45

Certificates and Awards
Page 46
Page 47
Page 48
RESEARCH METHODOLOGY
STATEMENT OF THE PROBLEM
Motivation is affected by way the individual is motivated. The act of
motivation changeless needs satisfaction. Besides it can also activate latent needs in
the individual.
1. They are means of feeling a subordinate how he is doing & suggestions
needed change in his behaviour, attitudes, skills or job knowledge and self
development.
2. They provide systematic judgments to back up salary increase, transfers
demotions or termination
3. They superior uses them as for coaching & counseling the individuals.
4. They contribute to the employee growth and development through
training, self and management development programs.
The changed role and functions of the personnel manager to human resource
manager, the employee motivation is changing from time to time, it is very changing
task to design, develop and implements, a suitable, employee motivation which is
accepted and easily practicable. The factors that we rate also are to be selected in
such a manner that they are relevant and a have a bearing on achieving the objects of
the organization
OBJECTIVES OF THE STUDY
To study the employee motivation in Sovereign Developers &

Infrastructure Ltd., Bangalore.
To study the employee satisfaction on physical working conditions in

organization
To study the employee satisfaction in relation with management
To study the employee satisfaction in motivational methods in the

organizations.
Page 49
SCOPE OF THE STUDY

Clarity of roles and responsibility of each role.
Periodic assessment of
employee on terms of achievements of such goals. Employee work improvement

programs. Periodic review of behaviour which contributes to employee effectiveness
and working out action plans for developing such behaviour. Implementation and
review.
Identification of development needs and preparing plans for employee
development through training and related activities.

Research Design:
A research design is considered as the frame work or plan for a study that
guides as well as helps in collection and analysis of data. A sound research is the basis
of success of any formal market research. The present study is of explorative type.
Nature of data:
The data collected for this study were mainly primary in nature. First hand
information is collected from employees based on their opinions, expectations and
awareness towards the Sovereign Developers & Infrastructure Ltd., Bangalore.
Besides this secondary data were also collected from company brochures, journals
and websites.
Source of data:
Primary data collected from the employees in Sovereign Developers &
Infrastructure Ltd., Bangalore. Secondary data were collected from company
brochures, records and websites.
Methods of data collection:
The method adopted to elicit information from employees through a structured
questionnaire that contains closed, open ended questions. The reasons for choosing
the questionnaire method are primary due to qualitative nature of the study.
Sample Design
Sample unit
The sample units were the employees in Sovereign Developers &
Infrastructure Ltd., Bangalore.
Page 50

Sample size
The sample size is 50
Sample method
Convenience sampling was adopted for selecting sample for the study in
Sovereign Developers & Infrastructure Ltd., Bangalore.
Tools for Analysis

Statistical Techniques
Bar charts
Statistical Tools
Percentages
LIMITATIONS OF THE STUDY
Employees are not interested in answering to the questions.
Employees are feeling inconvenient to answering the questions.
The Employees name is mentioned in questionnaire while collecting the data,

this might have been a negative approach in their view.
Because of their busy work the data collected was in hurry.
To collect the information superiors are not interested, because they are feeling
that work may be disturbed.
Page 51
DATA ANALYSIS AND INTERPRETATION

TABLE 1
Table showing the motivation towards the employee performance
Options
No. of Respondents
Percentage (%)
Yes
20
40
Not sure
15
30
No
15
30
Total
50
100
Interpretation:
The above table explains that from the total respondents 40% are motivated to
the performance and 30% are some what extent.
Page 52

TABLE 2
Table showing satisfaction of employees
Options
No. of Respondents
Percentage (%)
Satisfied
35
70
Some what satisfied
10
20
Not satisfied
10
50
100
Total
Interpretation:
The above table explains that from the total respondents 70% are satisfied and
20% of respondents are some what satisfied and 10% are not satisfied.
TABLE 3
Table showing physical working conditions of employees
Page 53

Options
No. of Respondents
Percentage (%)
Strongly agree
18
36
Some what agree
12
24
Not agree
20
40
50
100
Total
Interpretation:
The above table explains that from the total respondents, 36% are strongly
agree, 24% are some what agree, 40% are having to the not agree.
TABLE 4
Table showing awareness among employees on primary aim
Options
No.
of Percentage (%)
Page 54

Responde
nts
Yes
38
76
No
12
24
Total
50
100
Interpretation:
The above table explains that from the total respondents 76% of respondents
are, among employee on primary aim and24 or respondents are not awareness..
TABLE 5
Table showing the obstacles that stop performance in the organization
Options
No. of Respondents
Percentage (%)
Page 55

Surely
23
46
May be
15
30
No
12
24
Total
50
100
Interpretation:
The above table explains that from the total respondents 46% of respondents
are saying that the obstacles will stop the performance, 30% may be .
TABLE 6
Table showing the support of management to wards work life of the
employees
Options
No. of Respondents
Percentage (%)
Page 56

Yes
36
72
Some extent
10
20
No
Total
50
100
Interpretation:
The above table explains that from the total respondents, 72% of respondents
are supporting the management in their work life, 20% at some extent.
TABLE 7
Table showing the satisfaction of employees towards job
Options
No. of Respondents
Percentage (%)
Satisfied
37
74
Some what satisfied
10
20
Page 57
Not satisfied
Total
50
100
Interpretation
The above table shows that 74% of the respondent is satisfied with their job,
20% are some what satisfied.
TABLE 8
Table showing the satisfaction of employee relation with management
Options
No. of Respondents
Percentage (%)
Satisfied
41
82
Some what satisfied
10
Page 58
Not satisfied
Total
50
100
Interpretation:
The above table explains that from the total respondents 82% are satisfied with
employee relation, 10% are at some extent.
TABLE 9
Table showing the interest towards motivational process in the organization
Options
No. of Respondents
Percentage (%)
Satisfied
30
60
Some what satisfied
15
30
Page 59
Not satisfied
10
Total
50
100
Interpretation:
The above table explains that from the total respondents 60% are interested
towards a motivational process and30 are some what satisfied.
TABLE 10
Table showing the satisfaction of employees about salary
Options
No. of Respondents
Percentage (%)
Satisfied
32
64
Page 60

Some what satisfied
15
30
Not satisfied
Total
50
100
Interpretation:
The above table explains that from the total respondents 64% of the employee
ate satisfied in the organization and 30% are not satisfied in the organization.
TABLE 11
Table showing the interest of employees towards their needs and wants by
the management
Options
No. of Respondents
Percentage (%)
Satisfied
36
72
Page 61
Some what satisfied
10
20
Not satisfied
Total
50
100
Interpretation:
The above table explains that from the total respondents 72% of the employees
are satisfied with needs and wants and 20% are some what satisfied.
TABLE 12
Table showing the importance of motivation in organization for employees
Options
No. of Respondents
Percentage (%)
Yes
42
84
Page 62

Some what
12
No
Total
50
100
Interpretation:
are interested with importance and .12%are some what interested.
TABLE 13
Table showing the opinion of employees in increment in the salary and incentives
Options
No. of Respondents
Percentage (%)
Yes
38
76
Some what
10
20
Page 63

No
Total
50
100
Interpretation:
are satisfied in to the increment and incentives and 20% are some what satisfied.
TABLE 14
Table showing the view of employees in new changes in the organisations
Options
No. of Respondents
Percentage (%)
Yes
82
Some what
12
No
Page 64

Total
50
100
Interpretation:
are accepting the new change, 12% are some what extent.
TABLE 15
Table showing the opinion of employees related to task allotted
Options
No. of Respondents
Percentage (%)
Very high
23
46
Some extent
13
26
No
14
28
Page 65

Total
50
100
Interpretation:
The above table explains that from the total respondents 46% are aware of
the tasks allotted and 26% are some what extent.
STATISTICAL TOOL
CHI-SQUARE METHOD:
The chi-square test is one of the simplest and most widely used non- parametric test is
statistical work as a non-parametric test it can be used to determined if categorical
data shown dependence or the two classifications are independent it can also be used
to make comparison between theoretical population and actual data when categories
are used.
Chi-squere,
=(0-E)2/E
Page 66

Where 0 =observed frequency
E=expected frequency
Null hypothesis:
There is no significance between job provide challenging assignment and
motivating and rating the employees.
Alternative hypothesis:
There is significance between job provide challenging assignment and
motivating and retaining the employees.
Chi-squere:
2
=(0-E)2/E
0= observed frequency
E= expected frequency
Satisfied with
Your job in
Satisfied
Some what Not satisfied

satisfied
Total
The organi
zation
satisfy
employee
relation with
management
Page 67

Satisfied
36
18
60
12
12
Not satisfied
22
28
Total
54
18
28
100
Some
what
satisfied
calculeted (0-E)2/E = 68.05/9

= 7.561
Degree of freedom =(r-1) (c-1)

= (3-1) (3-1)
=(2) (2)
=4
At 7% level of significance for 4 degree of freedom the tableted value X2=12.06 Since
X2 calculated value is > than X2 tableted value, the null hypothesis (H0) is
rejected
hence H0 is accepted (alternative hypothesis)

SOLUTION:
H0 alternative hypothesis there is a significance between satisfied with your
job in the organization and satisfy employee relation with management.
FINDINGS
1. The physical conditions are at some what extent helpful to the employees in
the organization.
2. The employees have less awareness about the primary aim of the organization.
3. The opinion of the employees among then job satisfaction is at some what
extent.
4. The employees are somewhat satisfied about the motivational process.
5. The employees are feeling pressure on tasks allotted.
Page 68

6. The employees are less aware of the recent changes in the organization.
7. The employees are satisfied upon the increments and incentives in
organization.
SUGGESTIONS
The physical conditions are yet to be improved in the organization.
The job satisfaction among the employees must be increased.
The employees should have knowledge of motivational process.
The organization should provide relaxation time in working hours.
The employees must be aware of recent changes in the organization.
The pay scale should be given priority based on the work load.
Page 69
The higher numbers of employees have given positive response but still
there is scope for improvement.
The HR department should make the job more challenging. Exciting and
meaningful by the factor like goal setting. Creative work. Job rotation.
Skill diversity.
CONCLUSION
Motivation is an aspect which covers almost all the employee from the
managing directors to his peon. The motivation is a live issue for all.
Motivation is psychological concept. Motivation is not a cause but rather the effect or
result of many going away. Motivation drifters from person to person, industry to
industry, level of education age, nature of work etc. Motivation may be range from
very high to very low.
By this study it is clear that various function which influences motivation and
productivity of the employees each as Social Security measures, welfare facilities,
Page 70

salary status, Bonus, heath condition, shift system and recognition of work are getting
much importance.
Several approaches to motivation are available. Early theories are too
simplistic in their approach towards motivation. The content theories. Maslows need
hierarchy. Herzbergs two-factor model and Alders erg approach are very popular
To conclude employee motivation plays very important role in every organization.
Good employee motivation helps to success of the organization. Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some Thrumming of the organization.
From the financial and nonfinancial reward system make motivation in
complete picture. Form this we learn that how we applied the concept of motivation
for the progressive result of company
Page 71
QUESTIONNAIRE
EMPLOYEE NAME:
DEPARTMENT:
DESIGNATION:
1. Do you think motivation really boost the employee performance?
a) Yes
b) Not sure
c) no
2. Overall how satisfied are you with your position in the organization?
a) Satisfied
b) Some what satisfied
b) Some extent
b) some what satisfy
[ ]
c) Not satisfy
9. Are you satisfy motivational process in the organization?

a) Satisfied
[ ]
c) Not satisfied
8. Are you satisfy employee relations with management?

a) Satisfy
[ ]
c) no
7. Are satisfied with your job in the organization?

a) Satisfied
[ ]
b) May be C) no
6. Do you think management supports you in the work life?

a) Yes
[ ]
b) No
5. Are there any obstacles that stop you performing the best?
a) Surely
[ ]
B) some what agree c) Not agree
4. Are you aware of primary aim of the organization?

a) Yes
[ ]
c) Not satisfied
3. Is the physical working conditions in the organization is good?

a) Strongly agree
[ ]
[ ]
c) no
10. How you feel about the company
[ ]
a) Safe, valued. b) Up to some extent safe c) Not safe, un valued
Page 72

11. Are there any factors or any recent changes in the company that affected the
motivation?
[ ]
a) Yes
b) Not sure
c) no
12. Are you satisfied with your salary?
[ ]
a) Strongly satisfied b) Some what satisfied
c) Not satisfied
13. Does the top level management directly involve in the motivation of employees?
a) Yes
b) some what involve
c) Not involve
14. Are you able to satisfying your needs and wants with the help of
a) Highly satisfied
[ ]
organization?
c) Not satisfied
15. Do you think organization giving much importance to motivation?

a) Yes
b) Some what
b) To some extent
b) To some extent
[ ]
c) no
17. Are you invite the new changes in the organization?

a) Yes
[ ]
c) no
16. Are you feel tasks allotted to you are very high?
a) Very high
[ ]
[ ]
c) no
18. How motivated are you to see the organization succeed?
[ ]
a) Very motivated b) Some what motivated c) Not motivated

19. Do you want increment in the salary and other incentives?
a) Yes
b) Some extent
c) no
20. Do you think working conditions should improve?

a) Yes
b) Some extent
b) Agree
c) Neither agree nor disagree
22. I am satisfied with the responsibility and role that I have in my work
a) Strongly agree
[ ]
c) no
21. I feel that the job I do gives me a good status.

a) Strongly agree
[ ]
b) Agree
[ ]
d) Disagree
[ ]
d) Disagree
Page 73

23.The quality of the relationships in the informal workgroup is quite important to
me.
[ ]
a) Strongly agree
b) Agree c) Neither agree nor disagree d) Disagree
24.I am satisfied with the support from the HR department.

a) Strongly agree
b) Agree
[ ]
d) Disagree
25.In this organization there is fair amount of team spirit.

a) Strongly agree
[ ]
b) Agree c) Neither agree nor disagree d) Disagree
Page 74
BIBLIOGRAPHY
Adams, J. S. (1963). Toward an understanding of inequity. Journal of
Abnormal and Social Psychology, 67 (5), 422-436.
Adams, J. S. (1965). Inequity in social exchange. Advances in Experimental
Social Psychology, 2, 267-299.
Azar, O. (2003). The implications of tipping for economics and management.
International Journal of Social Economics, 30 (9/10), 1084-1094.
Bandura, A. & Cervone, D. (1983). Self-evaluative and self-efficacy
mechanisms governing the motivational effects of goal systems. Journal of
Personality and Social Psychology, 45 (5), 1017-1028.
Bandura, A. & Cervone, D. (1986). Differential engagement of self-reactive
influences in cognitive motivation. Organizational Behavior and Human
Performance, 38, 92-113.
Becker, H.S. (1960). Notes on the concept of commitment. The American
Journal of Sociology, 66 (1), 32-40.
Bobic, M. & Davis, W. (2003). A kind word for theory x: or why so many
newfangled management techniques quickly fail. Journal of Public
Administration Research and Theory, 13 (3), 239-264.
P. Subba Rao.
Essentials of Human Resource Management and Industrial Relation.
Himalaya Publishing House 2003 New Delhi.
K. Aswthappa
Human Resource and Personnel Management.
Tata McGraw Hill 3rd Edition.
Magazine: HRM REVIEW
Page 75

WEBSITES
www.appl.co.in
http://humanresources.about.com
http://www.humancapitalonline.com
www.google.com
www.wikipedia.com
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A Study on Employee Motivation

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

THEORITICAL FRAME WORK

Carnot and stick approach

Porter & Lawler

Herzberg two factor theory

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Long term employment

Non specialized careers

Concern for total person

Slower promotion rate.

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Maslow's theory of hierarchy

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Changing expectancies so that hard work and positively valued

Changing the valences of existing outcomes (Hackman & Porter, 1968).

Task and Goal Employee Motivation Theories

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

A Study on Employee Motivation

Process theories of motivation

Shakuntala Devi International Institute Of Management Sciences

A Study on Employee Motivation

A Study on Employee Motivation

A Study on Employee Motivation

Motivational pattern in Indian Organization

A Study on Employee Motivation

Human Relation Approach

Shakuntala Devi International Institute Of Management Sciences