SYNOPSIS

On

ORGANIZATION CULTURE AND ITS RELATIONSHIP

WITH EMPLOYEE MOTIVATION AND OVERALL
PERFORMANCE
Submitted to the Uttaranchal University in partial fulfillment of the
requirements for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
UDIT PANDEY
(Enrollment No.: ---------------------------------------)
Under the guidance of
Guide name with Designation (Faculty Guide)

(Batch: 2014-2016)
FACULTY OF MANAGEMENT AND BUSINESS STUDIES

UTTARANCHAL UNIVERSITY, DEHRADUN

INTRODUCTION OF THE TOPIC

Motivation is an important factor which encourages persons gives their best performance
and help in reaching enterprise goals. A strong positive motivation well enables the
increased output of employees but a negative motivation will reduce their performance.
In order to make any managerial decision really meaningful. It is necessary to convert it
in to an effective action, which the manager accomplishes by motivating his subordinates.
To motivate means to produce goals oriented behaviour since increase in productivity is
the ultimate goal of every industrial organization, motivation of employees at all levels is
the most critical and baffling function of the management. Almost every human problem
the manager faces throughout the firm has motivational elements.

Motivation: As a concept
The term motivation has been derived from Latin word-Movers which mean to move. In
our languages of management it implies something that energies an individuals or a group
of individuals to work.
W.G.SCOTT Motivation means a process of stimulating people to action to accomplish
desired goals.
BREECH says Motivation is a general inspirational process which gets the members of
the team to pull their weight effectively, to give their loyalty to the group, to carryout
properly the tasks that they accepted and generally to play an effective part in the job that
the group has undertaken.

Nature of Motivation
Motivation is a psychological concept that generates with in an individual. It is an inner
felling which energies a person to work more.
The emotions or desires of a person prompt him for doing a particular work.

 Man has innumerable wants to satisfy & there are unsatisfied needs of a person which
disturb his equilibrium. All the wants can not be satisfied at one time where one is
satisfied other may emerge. Satisfaction of wants is an unending process. Hence,
motivation is also unending process.
A person moves to fulfill his unsatisfied needs by containing his energies.
There are dormant energies in a person which are activated by canalizing them into
actions.
A man works to achieve some individual goals. After the goal is achieved he is no
longer interested in work. Goal means satisfaction of needs. Therefore, it is very
essential for the management to know the goals or motives or needs of each
individual, so that they may be pushed to work by directing them towards
achievement of their goals.

Organizational Culture
Organizational culture, or corporate culture, comprises the attitudes, experiences,
beliefs and values of an organization. It has been defined as "the specific collection of
values and norms that are shared by people and groups in an organization and that
control the way they interact with each other and with stakeholders outside the
organization. It refers to a system of shared meaning held by members that
distinguishes the organization from other organizations. Organizational values are
beliefs and ideas about what kinds of goals members of an organization should pursue
and ideas about the appropriate kinds or standards of behavior organizational
members should use to achieve these goals. From organizational values develop
organizational norms, guidelines or expectations that prescribe appropriate kinds of
behavior by employees in particular situations and control the behavior of
organizational members towards one another".

It is basically used to refer to a system of shared meaning. In every organization,

there are systems or patterns of values, symbols, rituals, myths and practices that have
evolved over time. These shared values determine as to how the managers see and
how they respond to their world. When confronted with a problem, the organizations

culture restricts what the manager can do by suggesting the correct way-the way we
do things here- to conceptualize, define, analyze and solve the problem. For
example, the president of Honeywell Information Systems recognized the
constraining role that culture was playing in his efforts to get his managers to be less
authoritarian. He noted that organizations culture would have to become more
democratic if it was going to succeed in the marketplace.
Senior management may try to determine a corporate culture. They may wish to
impose corporate values and standards of behavior that specifically reflect the
objectives of the organization. In addition, there will also be an extant internal culture
within the workforce. Work-groups within the organization have their own behavioral
quirks and interactions which, to an extent, affect the whole system. Task culture can
be imported. For example, computer technicians will have expertise, language and
behaviors gained independently of the organization, but their presence can influence
the culture of the organization as a whole.
Though we currently have no definite method for measuring an organizations
culture, preliminary research suggests that culture can be analyzed by assessing how
an organization rates on ten characteristics. They have been identified as follows:
1. Individual Initiative
The degree to of responsibility, freedom and independence that individuals have.
2. Innovation & Risk Taking
The degree to which employees are encouraged to be aggressive, innovative and risk
seeking.
3. Direction
The degree to which the organization creates clear objectives and performance
expectations.

4. Integration

The degree to which units within the organization are encouraged to operate in a
coordinated manner.
5. Management Support
The degree to which the managers provide communication, assistance, and support to
their subordinates.
6. Control
The number of rules and regulation and the amount of supervision that is used to
oversee and control employee behavior.
7. Identity
The degree to which members identify with the organization as a whole rather than with
their particular work groups or field of professional expertise.
8. Reward System
The degree to which reward allocations are based on employee performance criteria
in contrast to seniority, favoritism, and so on.
9. Conflict Tolerance
The degree to which employees are encouraged to air conflicts and criticism openly.

REVIEW OF LITERATURE
To research any problem, it is necessary to review the existing literature. Various studies relating
to different aspects of recruitment have been conducted in the past. A brief review of some of the
major studies in recent years is given below.
R.S. Diwivedi (1998) concluded that Motivation is a major determinants of productivity.
Motivation refers to inter striving conditions called wishes, desires, drives, etc. There is three
kinds of motives: psychological, socio-psychological and general. There exists diverse view
relating to motivation. Theories of motivation are classified as contents and process oriented.
The content theory tell what motivates people but indicates people very little about how
motivation is expressed. The process theories interpret the underlying process of motivation and
indicates how to motivate people.
Moorhead Griffin (2002) explains the equity theory of motivation assumes that people
want to be treated fairly. It hypothesizes that people compare their own input-to-outcome ratio in

the organization to the ratio of a comparison other. If they feel their treatment has been
inequitable, they take steps to reduce the inequity. Expectancy theory is based on the assumption
that people are motivated to work toward a goal if they want it and think they have a reasonable
chance of achieving it.
Archna Tyagi (2002) sys that motivation is the extent to which persistent effort is
directed toward a goal. Intrinsic motivation stems from the direct relation ship between the
worker and the task and is usually self-applied. Extrinsic motivation stems from the environment
surrounding the task and is applied by others.
Fred Luthans (1997) explains Motivation is probably more closely associated with
micro prospective of organization behavior than in any other topic. A comprehensive
understanding of motivation includes the need-drive incentive sequence, or cycle. The basic
process involves needs, which set drives in motion to accomplish incentives. The drives or
motives may be classified into primary, general, and secondary categories. The primary motives
are unlearned and psychologically based. The general motives are also learned but are not
psychologically based. Secondary motives are learned and are most relevant to the study of
organization behavior.
Jerald Greenberg Robert A. Baron (2002) Defines motivation is concerned with the set
of processes that arouse, direct and maintain behavior toward a goal. It is not equitant to job
performance, but it is not of several determinants in job performance. Todays work ethic
motivates people to seek interesting and challenging jobs instead of simply money.
Stephen P. Robbins (2001) explains Motivation is a general inspirational process which
gets the members of the team to pull their weight effectively, to give their loyalty to the group, to
carryout properly the tasks that they accepted and generally to play an effective part in the job tat
group has undertaken. Motivation means a process of stimulating people to action to accomplish
desired goals.
Paul Mersey (1997) defines motivation as the driving force within the individual that
peoples him or her towards a behavior or action. Motivation is a psychological concept that
generates with in an individual. It is an inner feeling which energies a person to work more.

Management tries to utilize all the sources of production in a best possible manner. This can be
achieved only when employees cooperate in this task. Efforts should be made to motivate
employees for contributing their maximum.

OBJECTIVE OF THE STUDY

1. To study the important factors which are needed to motivate the employees in an
organization

2. To study the effect of monetary and non-monetary benefits provided by the organization
on the employees performance.

3. To learn the employees satisfaction on the relationship exists in the organization.

4. To provide the practical suggestion for the improvement of organizations performance.

RESEARCH METHODOLOGY

RESEARCH DESIGN:Exploratory in nature. I have to study the responses of the employees on the
various jobs related factors and based on the reports I have to explore the factors that
motivate the employees.
SCOPE OF THE STUDY:This study is going to help the org. in identifying the causes of satisfaction and
dis satisfaction among the employees which can be reinforce and rectified accordingly
to incure the motivation level of employees this will also help the org. in improving the
contents of the complete package it is offering to the employees in terms of promotion,
job content, learning opportunity etc.
UNIVERSE: - Staff employees & Workers
SAMPLE SIZE: - 20% of the universe

SOURCE OF DATA COLLECTION:a) PRIMARY SOURCES: - Direct interview, questionnaire-structured & multiple
choice
Questions
b) SECONDARY SOURCES: - Records, manuals & through books
A questionnaire was prepared to get information about the project and to know the
motivation level of employees. The responses were further tabulated as per the weightage
of responses. For these purpose a structured, multiple choice questionnaire was used.

ANALYSIS AND REPORTING THE FINDINGS:

Compilation of data through tabulation

Presentation findings through graphs

Suggestions and conclusions

Chapterization Plan
Chapter 1 -Introduction
Chapter 2 - Review of Literature
Chapter 3 - Research Methodology
Chapter 4 - Data analysis and interpretation
Chapter 5 - Conclusion and Suggestion
Chapter 6 - Bibliography and reference

BIBLOGARPHY

ORGANISATIONAL BEHAVIOUR
BY STEPHEN.P. ROBBINS
PERSONNEL MANAGEMENT
BY C.B.MEMORIA
PERSONNEL MANAGEMENT
BY ADWIN FLIPPO
RESEARCH METHODOLOGY, METHODS AND TECHNIQUES
BY C.R.KOTHARI