Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
PROJECT REPORT ON
(2016-19)
Submitted by
G.SACHIN GIRI
Finally I would also like to thank all the staff members in the
Department of Management , Dr Narayana Degree College of
Commerce ,for their support during the project.
G.SACHIN GIRI
Regd no : 16041
CERTIFICATE
(G.SACHIN GIRI)
RegdNo :16041
EMPLOYEE MOTIVATION
1.1 INTRODUCTION:
Human Resource Management (HRM) is a relatively new
approach to managing people in any organisation. People are considered
the key resource in this approach. it is concerned with the people
dimension in management of an organisation. Since an organisation is a
body of people, their acquisition, development of skills, motivation for
higher levels of attainments, as well as ensuring maintenance of their level
of commitment are all significant activities. These activities fall in the
domain of HRM. Human Resource Management is a process, which
consists of four main activities, namely, acquisition, development,
motivation, as well as maintenance of human resources.
This deals with the planning, organising, directing and controlling the
personnel functions of the enterprise.
1.1.2 Objectives:
Planning:
The planning function of human resource department pertains to the steps taken
in determining in advance personnel requirements, personnel programmes,
policies etc. After determining how many and what type of people are required,
a personnel manager has to devise ways and means to motivate them.
Organisation:
Under organisation, the human resource manager has to organise the operative
functions by designing structure of relationship among jobs, personnel and
physical factors in such a way so as to have maximum contribution towards
organisational objectives. In this way a personnel manager performs following
functions :
Directing:
Controlling:
It provides basic data for establishing standards, makes job analysis and
performance appraisal, etc. All these techniques assist in effective control of the
qualities, time and efforts of workers.
Operative function:
The operative functions are those tasks or duties which are specifically entrusted
to the human resource or personnel department. These are concerned with
employment, development, compensation, integration and maintenance of
personnel of the organisation.
The operative functions of human resource or personnel department are
discussed below:
1. Employment:
2. Development:
For this purpose, the personnel departments will device appropriate training
programs. There are several on- the-job and off-the-job methods available for
training purposes. A good training program should include a mixture of both
types of methods. It is important to point out that personnel department arranges
for training not only of new employees but also of old employees to update their
knowledge in the use of latest techniques.
3. Compensation:
Factors which must be borne in mind while fixing the remuneration of personnel
are their basic needs, requirements of jobs, legal provisions regarding minimum
wages, capacity of the organisation to pay, wage level afforded by competitors
etc. For fixing the wage levels, the personnel department can make use of
certain techniques like job evaluation and performance appraisal.
4. Human Relations:
Job satisfaction
Employee motivation
Employee motivation
Introduction:
Definition:
Study:
The purpose of study is to identify the type of motivation most suited for
higher productivity and methods usually adopted for measuring
employee’s motivation.
Between those two terms for every employee. Needs are more
comprehensive and include
Motivating:
Motivation:
Based on motives:
Affected by motivating:
Goal-directed behaviour:
Related to satisfaction:
They may not be quite aware about their needs and the priority of
these. Thus,
(2) even if needs are identified, the problem is not over here as a
particular need may result into different behaviours from different
behaviours from different result into different behaviours from different
need ma individuals because of their differences. For example, the need
for promotion may be uniform for different individuals may no engage in
similar type of behaviour; they may adopt different routes to satisfy their
promotion needs.
Type of needs
There are many types of needs which an individual may have and there
are various ways in which these may be classified. The basic objective
behind classification of needs into categories is to find out similarly and
dissimilarly in various needs so that incentives are grouped to satisfy the
needs falling under one category or the other. Needs may be natural,
biological phenomenon in an individual, or these may over the period of
time through learning.
Thus, needs may be grouped into three categories:
1) Primary needs
2) Secondary needs
3) General needs
Primary needs:
Secondary needs:
These needs are learned by the individual through his experience and
interaction. Therefore these are called derived or learned needs.
Emergence of these depends on learning. These may be different types of
secondary needs for power, achievement, status affiliation, etc.
General types:
Aggression:
Motivation of individual,
His since of competence,
His ability,
His role perception, and
Organizational resources
Motivation
Role
Ability
Perception
Performance Reward
Sense of
Organizational
Competence
Resources
Sense of competence:
Ability
Ability=knowledge* skill
Role perception:
Organizational resources:
Role of motivation:
Allowing more control – giving employees descry travel section over job
performance and making them accountable for the performance outcomes.
Using social reinforcement and persuasion – giving praise,
encouragement, and verbal feedback to raise confidence.
This feeling contributes positively to the use of skills and talents in job
performance as shown in figure:
More self-control
These are the most important principles for people in a way that reinforces
employee empowerment, accomplishment, and contribution. These
management actions enable both the people who work with you and the
people who report to you to soar.
Your regard for people shines through in all of your actions and words.
Your facial expression, your body language, and your words express what
you are thinking about the people who report to you. Your goal is to
demonstrate your appreciation for each person’s unique value. No matter
how an employee is performing on their current task, your value for the
employee as a human being should never falter and always be visible.
2. Share leadership vision
Help people feet that they are part of something bigger than themselves
and their individual job. Do this by making sure they know and have
access to the organization’s overall mission, vision, and strategic plan.
Share the most important goals and direction for your group. Where
possible, either make progress on goals measurable and observable, or
ascertain that you have shared your pictures of a positive outcome with
the people responsible for accomplishing the results.
4. Trust people
Trust the intention of people to do the right thing, make the right
decision, and make choices that, while may be not exactly what you
would decide, still work.
Make certain that you have give people, or made sure that they have
access to, all of the information they need to make thoughtful decisions.
Doesn’t just delegate the drudge work; delegate some of the fun stuff, too.
You know, delegate the important meetings, the committee memberships
that influence product development and decision making, and the projects
that people and customers notice. The employee will grow and develop
new skills. Your plate will be less full so you can concentrate on
contribution. Your reporting staff will gratefully shine-and so will you.
Provide frequent feedback so that people know how they are doing.
Sometimes, the purpose of feedback is reward and recognition. People
deserve your constructive feedback, too, so they can continue to develop
their knowledge and skills.
8. Solve problems: don’t pinpoint problem people
When a problem occurs, ask what is wrong with the work system that
caused the people to fail, not what is wrong with the people. Worst case
response to problems? Seek to identify and punish the guilty.
History
Bajaj Allianz General Insurance received an Insurance Regulatory and
Development Authority of India (IRDAI) certificate of registration on 2 May
2001 to conduct general insurance business, including health insurance, in
India. In the first year of its operations the company had 36 offices and around
100 employees. The company started its operations with a paid up capital of
₹1.10 billion. Bajaj Finserv Limited holds 74% and the remaining 26% is held
by Allianz SE. Bajaj Allianz is headquartered in Pune with offices in over 200
cities in India and more than 3,500 employees as of 2018
The Company lists 97 filed and approved products, of which 27 are health
products.
In January 2014, the company announced it would open up all-women
branches. As of 2015, the company has 30 such branches in India
Vision
To be the first choice insurer for customers
To be the preferred employer for staff in the insurance industry
To be the number one insurer for creating shareholder value
Mission
As a responsible, customer focused market leader, we will strive to
understand the insurance needs of the consumers and translate it into
affordable products that deliver value for money.
A Partnership Based on Synergy Bajaj Allianz offers technical
excellence in all areas of General and Health Insurance, as well as
Risk Management.
This partnership successfully combines Bajaj Finserv's in-depth
understanding of the local market and extensive distribution network
with the global experience and technical expertise of the Allianz
Group.
As a registered Indian Insurance Company and a capital base of Rs.
110 crores, the company is fully licensed to underwrite all lines of
insurance business including health insurance.
Awards and Recognition:
"Best Insurance Company in private sector" at the IPE Banking Financial
Services and Insurance (BFSI) 2013.
Bajaj Allianz Life Insurance has been rated amongst the 50 top service
brands and ranked as Third Best Life Insurer, as per a survey conducted on
'Most Trusted Companies' by Brand Equity and AC Nielsen-ORG Mar
2012.
Savings Solutions
Investment Solutions
Retirement Solutions
ULIP
Group Insurance
NRI Corner
The Bajaj Allianz “child gain” Plan :
Taking care of a child is perhaps the most important job a parent can have. It is
but natural that you would like to give your child your best. And therefore, this
is the time when careful financial planning can help you fulfill the aspiration
that you have for your children. The Bajaj Allianz child gain solutions help you
to enjoy the joys of parenthood responsibly, with the reassurance of a secure
future for your child.
Bajaj Allianz child offers a wide array of solutions that allows you to plan for
your child’s future by providing you with as many as 4 distinct and unique
options.
Option 1: child gain 21
Providing for full/partial withdraws any times after three years, provided three
full years’ premiums are paid.
Unmatched flexibility – to match your changing needs .
Maturity benefit equal to the fund value payable on the date of maturity.
The “Bajaj Allianz new unit gain plus” plan:
The Bajaj Allianz new unit gain plus plan comes with a host of features that
allows you to
Have the best of both worlds – protection and investment with flexibility like
never before.
Some of the key feature of this plan are :
Guaranteed death benefit
This plan pays out a guaranteed amount on survival at the end of every 1/5th of
the Policy term selected. A total of 75% of the sum assured is paid out in the
first 4 cash benefits.
On maturity, 50% of the sum assured is paid along with accrued bonuses.
Hence the total
Cash/survival benefit distributed under this plan comes to more than 100% 0f
the sum assured
The benefits will further increases by way of accrued bonuses that are
distributed at maturity or on death, if earlier. In case of maturity or death after
15 full policy years,
the company may Pay an additional terminal bonus for in – force policies.
Sam Ghosh, CEO, Bajaj Life Insurance Company Limited, who took over this
January, outlines his aggressive growth strategy. Venkatachari Jagannathan
reports..
Bajaj Life Insurance Company Limited — a 74:26 joint venture between Bajaj
Auto Limited and Allianz AG, Germany (formerly Allianz Bajaj Life Insurance
Company Limited) — under a new team headed by Sam Ghosh, CEO, has taken
the competition head-on, leaving industry watchers surprised at its rapid pace of
growth.
Ghosh himself is a newcomer to the company, earlier having steered the Rs480
crore-Bajaj Allianz General Insurance Company to the second position in the
Indian private sector insurance sector.
In a span of just eight months, Bajaj Allianz Life (premium income Rs220
crore) has jumped three paces to occupy the fourth slot in the 13-strong life
insurance industry.
Today the company is in the midst of pursuing its twin corporate 'dream' goals
— to close this fiscal with a premium income of Rs750 crore and occupy the
number three slot displacing the incumbent Birla Sun Life Insurance Company
Limited.
Given the daily collections — over Rs1 crore — and its month-on- month
growth, the second may come true sooner.
DEFINITION:-
The purpose of the study is to identify the level of motivation among the
working
group in Bajaj Allianz Life insurance.
To know the working environment, supervisors relationship, family
relationship and individual perception about the company in relation to
motivation.
The study can reveal the psychological and economic factors associated
with
motivation and also can bring forth the interrelated factors for motivation.
3.3 Meaning:
Research is an endeavour to discover answers to intellectual and
practical problems through the application of scientific method.
“Research is a systematized effort to gain new knowledge”. -Redman
and Mory. Research is the systematic process of collecting and analyzing
information (data) in order to increase our understanding of the
phenomenon about which we are concerned or interested.
3.3.1 Research Design:
A research design is considered as the framework or plan for a
study that guides as well as the data collection and analysis of data. The
research design maybe exploratory helps, descriptive and experimental
for the present study. The descriptive research design is adopted for this
project.
1. PRIMARY DATA:
The primary data was collected from employees through structural
questions and personal interviews with the employees who have attended
the training programmes.
2. SECONDARY DATA:
Secondary data include both quantitative and qualitative data, and
they can be used in both descriptive and explanatory research. The data you
use may be raw data, where there has been little if any processing, or
compiled data that have received some from of selection or summarizing
within business and business and management research such data are used
mostly in case study and survey-type research.
LIMITATIONS
Accuracy of the report is completely dependant of the employee’s
respondents.
An in depth study couldn’t be conducted because of the limited
time
period.
The respondents were not always open and forthcoming, with their
views,
agitates and not disclosing.
The changes of biased responses cannot be eliminated through all
steps were taken to avoid the same.
Data Analysis and Interpretation
4.1. Years of experience.
TABLE:4.1
GRAPH:4.1
Interpretation:
From the graph shows that 36% of respondents says that they have an
organisation.
4.2. Following are the list of motivational factors.
TABLE:4.2
Promotion 16 16
Career Development 28 28
Welfare measures 24 24
GRAPH:4.2
Interpretation:
From the above graph shows that 32% of respondents feels that they have
an job
them.
4.3. Employees at work place.
TABLE:4.3
GRAPH:4.3
Interpretation:
From the above graph 36% of respondents says that they an highly
satisfied in their work place,28% of respondents says that they have an
satisfied in their work place ,22% of respondents says that they have not
satisfied in their work place.
4.4 Effectiveness of employee participation in decision making.
TABLE:4.4
GRAPH:4.4
Interpretation:
From the above graph 36% of respondents are dis satisfied the
participation of decision making in their organisation,28% of respondents
are average,22% of respondents are highly satisfied the participation of
decision making in their organisation,14% of respondents are satisfied .
4.5 Role of hr in the organization
.
TABLE:4.5
GRAPH:4.5
Interpretation:
From the above graph 40% of respondents says that they are satisfied the
HR place
And important role in their organisation, 32% of respondents says that
they are
Highly satisfied.
4.6 List of approaches to motivate
TABLE:4.6
AWARDS 36 36
REWARDS 28 28
RECOGNITION 14 14
PROMOTIONAL CHANNELS 22 22
GRAPH:4.6
Interpretation:
From the above graph 36% of respondents are satisfied that the
organisation has to be identify the performance of an employee by
providing the awards,28%of respondents are in that organisation has to be
identify the performance of an employee by providing there awards.
4.7 Motivational challenges of employee.
TABLE:4.7
Personal issues 10 10
GRAPH:.4.7
Interpretation:
From the above graph 46% of respondents are competition among the
trade unions will give the challenge of employee motivation, 22% of
respondents are educational back ground, 12%of respondents are bias in
management decisions
4.8 Obstacles in employee performance
TABLE:4.8
Miscellaneous 18 18
GRAPH:4.8
Interpretation:
From the above graph 48% of respondents that centralisation process
highly involved
in the employee performance,24% of respondents lack of motivation and
recognition,18% of respondents are miscellaneous.
4.9 Employee awareness of motivation and empowerment.
TABLE:4.9
Yes 62 62
Very little 28 28
No knowledge 10 10
GRAPH:4.9
Interpretation:
From the above graph 62% of respondents are agreed that they have an
awareness of motivation and empowerment taken place in their
organisation
4.10 Employee recognition from superior.
TABLE:4.10
GRAPH:4.10
Interpretation:
From the above graph 40% of respondents are satisfied the superior has to
be recognised their performance in the organisation,32% of respondents
are highly satisfied.
4.11 Job satisfaction of employee.
TABLE:4.11
GRAPH:4.11
Interpretation:
.From the above graph 40%of employees are satisfied the organisation has
to be providing the good peaceful environment situation from them,32%
of employees are highly satisfied.
4.12 Employees need to be remind that their jobs are
dependent on thecompany’s ability to compete effectively
TABLE:4.12
Strongly agree 76 76
Agree 10 10
Disagree 8 8
Strongly disagree 6 6
GRAPH:4.12
Interpretation:
From the above graph 76% of respondents are strongly agreed that
employees need
Strongly agree 40 40
Agree 24 24
Disagree 20 20
Strongly disagree 16 16
GRAPH:4.13
Interpretation:
From the above graph 40% of respondents are strongly agreed that the
superiors are directly involved in the physical working conditions of their
employees,24% of respondents are agree,20% of respondents are dis
agree,16% are strongly dis agree.
4.14 Special wage hike should be given to employees who
perform their jobs very well
TABLE:4.14
Strongly agree 90 90
Agree 6 6
Disagree 4 4
Strongly disagree 0 0
GRAPH:4.14
Interpretation:
From the above graph 90% of respondents are strongly agreed that the
organisation has to be identify the employee performance by providing the
special wage hikes, 6% of
Respondents are agree, and 4% of the respondents are not agree.
4.15 How is an individual recognition for attaining standard
performance in your organisation?
TABLE:4.15
Strongly agree 50 50
Agree 33 33
Disagree 4 4
Strongly disagree 13 13
GRAPH:4.15
Interpretation:
From the above graph 50% of respondents are strongly agree ,33% of the
respondents are agree and it is an individual recognition for attaining
standard performance in your organisation.
.
4.16 The company retirement benefits and stock programs
are important factors on their jobs:
TABLE:4.16
Strongly agree 60 60
Agree 19 19
Disagree 10 10
Strongly disagree 11 11
GRAPH:4.16
Interpretation ,
From the above graph 60% of the respondents are strongly agreed that the
Strongly agree 50 50
Agree 40 40
Disagree 4 4
Strongly disagree 6 6
GRAPH:4.17
Interpretation:
From the above graph 50% of the respondents are strongly agreed that
every job in the organisation can be most stimulate and challenge them,
40% of the respondents are agree.4% of the respondents are not agree.
4.18 Management could show more than interest in the
employees by sponsoring social events after hours
TABLE:4.18
Strongly agree 30 30
Agree 40 40
Disagree 22 22
Strongly disagree 8 8
GRAPH:4.18
Interpretation:
From the above graph 40% of the respondents are agreed that the
organisation has to be create the interest of employees by sponsoring
social events after hours.
4.19 If your job includes interacting with customers, how it
will affect the following
TABLE:4.19
WILL INCREASE 54 54
WILL DECREASE 40 40
GRAPH:4.19
Interpretation:
From the above graph 54% of the respondents are agreed they have an
good interest interacting with the customers.
FINDINGS
Job security is the highest motivation factor than any other.
The perception of the employee is high towards the aim of the
organization i.e. Transportation
There is high involvement of the employee in the organization.
There is low participation of employees in decision making.
There is equal participation in work.
Awards and rewards are the high rated approaches that which
motivates employees.
Lack of motivation and recognition, decision taken by top
authorities are obstacles that stop employees performing to the best.
Employee’s awareness of motivation and empowerment is very
low.
SUGGESTIONS:
d) Miscellaneous
To complete effectiveness ( )
13. Supervisors should give a good deal of attention of the physical working conditions
Of their employees ( )
14. Special wage hike should be given to employee who perform their jobs
Very well ( )
Your organisation ( )
16. The company retirement benefits and stock programs and important
18. Management could show more than interest in the employees by sponsoring
WEB SITES
www.bajaj allianz.com
www.hr.com
www.wikipedia.com