EMPLOYEE’S MOTIVATION AND RECURITMENT

1.1 INTRODUCTION
MOTIVATION
An issue which usually generates a great deal of attention from most managers,
administrators and those involved in human resources management is the issue of how to
successfully motivate employee. While it is true that aspects like staff recruitment,
controlling, managing, leading, and many more are of great importance to the success of an
organization, employee motivation is generally considered a core element in running a
successful business.
In the organizational setting the word “motivation” is used to describe the drive that
impels an individual to work. A truly motivated person is one who “wants” to work. Both
employees are employers are interested in understanding motivation if employees know what
strengthens and what weakens their motivation, they can often perform more effectively to
find more satisfaction in their job. Employer wants to know what motivates their employees
so that they can get them to work harder. The concept of motivation implies that people choose
the path of action they follow. When behavioural scientists use the word motivation, they
think of its something steaming from within the person technically, the term motivation has
its origin in the Latin word” mover” which means “to move”.
Thus the work motivation stands for movement, if a manager truly understands his
subordinate’s motivation he can channel their inner state towards command goals, i.e., goals,
shared by both the individual and the organization. it is a well fully fact that human beings
have great potential but they do not use it fully, when motivation is absent. Motivation factor
are those which make people give more than a fair day’s work and that is usually only about
sixty-five percent of a person’s capacity. Obviously, every manager should be releasing
hundred percent of an individual’s to maximize performance for achieving organizational
goals and at the same to enable the individual to develop his potential and gain satisfaction.
Thus every manager should have both interest and concern about how to enable people to
perform task willingly and to the best of their ability. At one time, employees, were considered
just another input into the production of goods and services. What perhaps changed this way
of thinking about employees was research, referred to as the how Thorne studies, conducted
by Elton Mayo from 1932 this study found employees are not motivated solely by money and
employee behaviour is linked to their attitudes.
The haw Thorne studies began the human relations approach to management, where by the
needs and motivation of employees become the primary focus of managers.
1.1.2 DEFINITION OF MOTIVATION

Motivation is a process that starts with a physiological or psychological deficiency

or need that activates behaviour or a drive that aimed at a goal or an incentive.
“The only way to get people to like working hard is to motivate them today, people
must understand why they are working hard. Every individual in an organization is
motivated by something different”. – Rick Pitino
“Employee motivation is a reflection of the level of energy, commitment, and
creativity that a company’s workers bring to their jobs”.
“Psychological forces that determine the direction of a person’s level of persistence”.
G. Jones and J. George from the book “contemporary management”.
BASICS ABOUT MOTIVATION

Motivating employees starts with motivating yourself it’s amazing how, if you hate your
job, it seems like everyone else does, too. If you are very stressed out, it seems like everyone
else is, too. Enthuse is am is contagious, if you are enthusiastic about your job, it’s much
easier for others to be, too. Also, if you are doing a good job of taking care of yourself and
your own job, you will have much clearer perspective on how others are doing in theirs. A
great place to start learning about motivation is to start understanding your own motivations.
The key to helping to motivate your employees is understand what motivates them. So what
motivates you? Consider, for, example, time with family, recognition, a job well done,
service, learning, etc. how your job is configured to support your own motivations? What can
you do to better motivate yourself?
Always work to align goals of the organization with goals of employees as mentioned
above, employees can be all fired up about their work and be working very hard. However, if
the results of their work don’t contribute to the goals of the organization, then the organization
is not any better off than if the employees were sitting on their hands—maybe worse off!
Therefore, it’s critical that managers and supervisors know what they want from their
employees. These preferences should be worded in terms of goals for the organization.
Identifying the goals for the organization is usually done during strategic planning. Whatever
steps you take to support the motivation of your employees (various steps are suggested
below), ensure that employees have strong input to identifying their goals and that these
goals are aligned with goals of the organization. (Goals should be worded to be
“SMARTER”).
 Key to supporting the motivation of your employees understands what motivates each of
them each person is motivated by different things. Whatever steps you take to support the
motivation of your employees. They should first include finding out what it is that really
motivates each of your employees. You can find this out by asking them listening to them and
observing them.
Recognize that supporting employees motivation is a process, not at ask organizations
change all the time as do people. Indeed, it is an ongoing process to sustain an environment
where each employee can strongly motivate themselves. If you look at sustaining employee
motivation as an ongoing process. Then you will be much more fulfilled and motivated
yourself.
Support employee motivation by using organizational system (For example, policies and
procedures) don’t just count on good intentions don’t just count on cultivating strong
interpersonal relationships with employees to help motivate them. The nature of these
relationships can change greatly, for example, during times of stress, instead, use reliable and
comprehensive system in the workplace to help motivate employees.
For example, establish compensation systems, employee performance systems,
organizational policies and procedures, etc., to support employee motivation. Also,
establishing various systems and structures helps ensure clear understanding and equitable
treatment of employees.

1.1.3 IMPORTANCE OF MOTIVATION

Motivation is a very important for an organizational because of the following benefits it
provides:-
human resources into action
Every concern requires physical financial and human resources to accomplish the goals. It is
through motivation that the human resources can be utilized by making full use of it. This can
be done by building willingness in employees to work. This will help the enterprise in securing
best possible utilization of resources.

Improves level of efficiency of employees

The level of a subordinate or a employee does not only depend upon his qualifications and
abilities. For getting best of his work performance, the gap between ability and willingness
has to be filled which helps in improving the level of performance of subordinates. This will
result into:-
Increase in productivity.
Reducing cost of operations.
Improving overall efficiency.

Leads to achievement of organizational goals.

The goals of an enterprise can be achieved only when the following factors take place;-

There is best possible utilization of resources,

There is a co-operative work environment,
The employees are goal directed and they act in a purposive manner,
Goals can be achieved if co-ordination and co-operation takes place simultaneously which
can be effectively done through motivation.
Builds friendly relationship
Motivation is an important factor which brings employees satisfaction. This can be done by
keeping into mind and framing an incentive plan for the benefit of the employees. This could
initiate the following things:
Monetary and non-monetary incentives.
Promotion opportunities for employees.
Disincentives for inefficient employees.

In order to build a cordial friendly atmosphere in a concern, the above steps should be taken
by a manager. This would help in:

Effective co-operation which brings stability,

Industrial dispute and unrest in employees will reduce,
The employees will be adaptable to the changes and there will be no resistance to the change.
This will help in providing a smooth and sound concern in which individual interests will
coincide with the organizational interest,
This will result in profit maximization through increased productivity.

Leads to stability of work force.

Stability of workforce is very important from the point of view of reputation and good will
of a concern. The employees can remain loyal to the enterprise only when they have a feeling
of participation in the management. The skills and efficiency of employees will always be of
advantage to employees as well as employees. This will lead to a good public image in the
market which will attract competent and qualified people into a concern. As it is said, “old us
gold” which suffices with the role of motivation here, the older the people, more the
experience and their adjustment into a concern which can be of benefit to the enterprise.

1.1.4 What motivates employees?

Every person has a different reason for going to work. These reasons are as individual as
whichever person you may ask. But all of the reasons for working share common thread. We
all obtain something from work we need.
There is much discussion about the value of extrinsic motivation (monetary and other
material rewards) very us intrinsic motivation where people re driven by what’s inside them.
Not by the trappings of success.
Whereas I recognize how critical extrinsic motivation is we all need to be rewarded fairly
for the job that we doing my experience the most effective factors relating to employee
motivation are related to intrinsic motivation:
Empowerment: feeling trusted and empowered in a tremendous motivator.
Growth: feeling that they are growing and developing personality.
Inclusion: to belong is a fundamental need, whether are a member of a family, peer
group, network, team or company. It’s human nature to want to be on the inside, not
the outside.
Purpose: today people care more about what happens tomorrow, and want to
contribute to ensuring the future of our children, and the health of our communities
and planet.
Trust: the fabric that holds it all together and makes it real.
FRAMEWORK OF MOTIVATION
The framework comprises six steps:-
1) Motivation process begins with the individual’s needs. Needs are test deprivations which
the individual experiences at a given time and act as energizers. These needs may be
psychological (e.g., the needs for recognition), physiological (e.g., the needs for water, air or
foods) or social (e.g., the needs for friendship).
2) Motivation is goal directed.
 3) A goal is a specific result that the individual wants to achieve. An employee’s goal are
often driving forces ad accomplishing those goals can significantly reduce needs.
4) Promotions and raises are two of the ways that organizations seek to maintain desirable
behaviour. They are signals to employees that their needs for advancement and recognition
and their behaviours are appropriate.
5) Once the employee have received wither rewards or punishments.

6) They reasons their needs.

THE ROLE OF MOTIVATION:

Why do we need motivated employees?

The answer is survival. Motivated employees are needed in our rapidly changing
workplaces. Motivated employees help organizations service. Motivated employees are more
productive. To be effective, manager 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
employee’s changes constantly. For example, research suggests that as employees’ income
increases, money becomes less of a motivator (kvetch, 1987), also, as employees get older,
interesting work becomes more of a motivator.

MECHANISM OF MOTIVATION

Motivation is the process that starts with physiological or psychological efficiency or need that
activate behaviour or a drive that is aimed at a goal or incentive.

The following diagram depicts the motivation process.

 Thus, the key to understanding motivation lies in the meaning of, and relationship
between needs, drives and goals needs: needs are created whenever there is a physiological or
psychological imbalance for example: a needs exists when cells in the body are deprived of food
and water or when the personality is deprived of other people who serve friends or companies.
Although psychological may be based on a deficiency. Sometimes they are not. For instant, and
individuals with a strong need to get ahead may have a history of consistent success drives: “drives
(or motives) are set up to alleviate needs. Psychological needs can be simply defined as a deficiency
with direction. Physiological or psychological drives are action – oriented and provide energizing
thrust towards reaching an incentive or goals. They are at the very heart of the motivational process.
The needs for food and water are translated into hunger and thrust drives, and the need for friend
becomes a drives affiliation. Thus, drive is a psychological state which moves an individual
satisfying need goals: at the end of the motivational cycle is the goal or incentive. It is anything that
wills that will alleviate a need and reduce a drive. Thus, attaining a goal will tend to restore
physiological or psychological balance and will reduce or cut off the drive. eating food, drinking
water and obtaining friend will tend to restore the balance and reduce the corresponding drives food,
water and friends are the incentive are the goals in this example.
1.1.5 TYPES OF MOTIVATION

There are many types of motivation.

Motivational techniques have been experienced every person from birth. We learn behaviour
through motivation. We live our whole lives because of motivation. The question that remains
however is this: what motivation should a person have? This is important because our motivation
decides our behaviour. Some types of motivation are more effective than others. However, the
perfect motivation for you can only be decided by one person.

Why do people do what they do? Why do we go one very day? Living our lives and trying to find
justification for our existence? Some people think that they can find purpose in the things that
motivate them. Others just see the motivation and react automatically.

There is no one thing that motivates people to perform certain actions. People are different, so it
follows that their motivations have to be different. Here are some types of motivation:-

Achievement:-

This is the motivation of a person to attain goals. The longing for achievement is in hornet in every
man. But not all persons loo to achievement as their motivation. They are motivated by a goal in
order to attain that goal, they are willing to go as far as possible. The complexity of the goals
determined by a person’s perception.

To us the terms “simple” and “complex” are purely relative. What one person thinks is an easy goal
to accomplish may seem to be impossible to another person. However, if you motivation is
achievement, you will find that you goals will grow increasingly complex as time gives by.

Socialization:-

Some people consider socialization to be their main motivation for actions. This is especially evident
in the situation of peer pressure. Some people are willing to do anything to be treated as an equal
within a group structure. The idea of being accepted among a group of people is their motivation for
doing certain things.

Incentive motivation:-

This motivation involves rewards. People who believe that they will receive rewards for doing
something are motivated to do everything they can to reach a certain goal. While achievement
motivation is focused on the goal itself, incentive motivation is driven by the fact that the goal will
give people benefits. Incentive motivation is used in companies through bonuses and other types of
compensation for additional work.

By offering incentives, companies hope to raise productivity and motivate their employees to work
harder.

Fear motivation:-

When incentives do not work, people often turn to fear and punishment as the
next tools. Fear motivation involves pointing out various consequences if someone does not follow
a set of prescribed behaviour. This is often seen in companies as working hand-in-hand with
incentive motivation. Workers are often faced with a reward and punishment system, wherein they
are given incentives if they accomplish a certain goal, but they are given punishments when they
disobey certain policies.

Change motivation:-

Sometimes people do things just to bring about changes within their immediate
environment. Change motivation is often the cause of true progress. People just become tired of how
things are ad thus, think of ways to improve it.

Natural motivations;-

Motivation is the most common type of motivation and happens that most often.
It is the motivation people get when naturally motivated.

Fear motivations:-

Fear motivation happens often within the workforce when under pressure to
complete a task.

Booster motivations:-
 Booster motivations is normally self-driven to overcome a task you have set
yourself.

1.1.6 METHODS OF MOTIVATION

There are as many different methods of motivating employees today as there are companies
operating in the global business environment. Still, some strategies are prevalent across all
organizations striving to improve employee motivation. The best employee motivation efforts will
focus on what the employees deem to be important. It may be that employees within the same
department of the same organization will have different motivations. Many organizations today find
that flexibility in job design and reward system has resulted in employee’s increased longevity with
the company, improved productivity. And better morale.

Empowerment:-

Giving employees more responsibility and decision-making authority increases their real of control
over the tasks for which they are held responsible and better equips them to carry out those tasks.
As a result, feelings of frustration arising from self-preservation to improved task accomplishment.

Creativity and innovation:-

At many companies, employees with creative ideas do not express them to management for fear that
their input will be ignored or ridiculed. Company approval and toeing the company line have become
so ingrained in some working environments that both the employee and the organization suffer.
When the power to create in the organizations pushed down from the top to line personnel,
employees who know a job, product, or service best are given the opportunity to use their ideas to
improve it. The power to create motivates employees and benefits the organization in having a more
flexible work force, using more wisely the experience of its employees, and increasing the exchange
of ideas and information among employees and departments. These improvement also create an
openness to change that can give a company the ability to respond quickly to market changes and
sustain a first mover advantage in the marketplace.

Learning:-

If employees are given the tools and the opportunities to accomplish more, most will take on the
challenge. Companies can motivate employees to achieve more by committing t perpetual
enhancement of employee skills. Accreditation and licensing programs for employees are an
increasingly popular and effective way to bring about growth in employee knowledge and
motivation. Often, these programs improve employees’ attitudes toward the client and the company,
while bolstering self-confidence. Supporting this assertion, an analysis of factors which influence
motivation to learn found that it is directly related to the extent to which training participants believe
that such participation will affect their job or career utility. In other words, if the body of knowledge
gained can be applied to the work to be accomplished, then the acquisitions of that knowledge will
be a worthwhile event for the employee and employer.
Quality of life:-

The number of hours worked each week by American workers is on the rise, and many families have
two adults working those increased hours. Under these circumstances, many workers are left
wondering how to meet the demands of their lives beyond the workplace. Often, this concern occurs
while at work and may reduce and employees productivity and morale.

Companies that have instituted flexible employee arrangements have gained motivated employees
whose productivity has increased. Programs incorporating flex time, condensed work weeks, or job
sharing, for example, have been successful in focusing over whelmed employees toward the work
to be done and away from the demands of their private lives. All motivation ultimately comes from
within a person.

Monetary incentive:-

For all the championing of alternative motivations, money still occupies a major place in the mix,
of motivators. The sharing of a company’s profits gives incentive to employees to produce a quality
product, perform a quality service, or improve the quality of a process within the company. What
benefits the company directly benefits the employee. Monetary and other rewards are rewards are
being given to employees for generating cost-savings or process-improving ideas, to boost
productivity and reduce absenteeism. Money is effective when it is directly tied to and employee’s
ideas or accomplishments. Nevertheless, if not coupled with other, nonmonetary motivations. Its
motivating effects are short-lived. Further, monetary incentives can prove counterproductive if not
made available to all members of the organization.

Other incentives:-

Study after study has found that the most effective motivations of workers are nonmonetary.
Monetary systems are insufficient motivations, in part because expectations often exceed results and
because disparity between salaried individuals may divide rather than unite employees. Proven
nonmonetary positive motivations foster team spirit and include recognition, responsibility, and
advancement. Mangers, who recognize the “small wins” of employees promote participatory
environments, and treat employees with fairness and respect will find their employees to be more
highly motivated. One company’s manager brainstormed to come up with 30 powerful rewards that
cost little or nothing to implement. The most effective rewards, such as letters of commendation and
time off from work, enhanced personal fulfilment and self-respect. Over the longer term, sincere
praise and personal gestures are far more effective and more economical than awards of money
alone. In the end, a program that combines monetary reward systems and satisfies intrinsic, self-
actualizing needs may be the most potent employee motivation.

1.1.7 Factors for lack of motivation in the workplace

A drop in staff motivation and become contagious if the cause is not identified and addressed.
Management needs to be conscious of employee motivation and that means being able to identify
the factors that cause a lack of motivation in the workplace. Become failing with the factors that can
degrade staff motivation and design plans to combat these productivity killers.

Remorse

The important thing to remember about remorse is that they are not always wrong. Some
remorse have basis in fact, but that does not make them good for employee morale. An employee
that hears a remorse that she may be laid off experiences an instant drop in motivation. To deal with
the problem of remorse in the workplace, it is important for management to share important
information with the staff in a timely manner. This helps employees to feel confident that
management will address remorse and encourages staff members to wait on information from the
company before acting on a remorse.

Inadequate job skills

Employees are motivated to succeed at jobs for which they feel prepared and properly trained.
Before moving an employee into a position of greater responsibility or before allowing any changes
to an employee’s job duties, be certain that employee has had the training needed to get started.
Putting an employee in a position where she feels she has inadequate job skills will code the
employee’s confidence and strife and motivation to succeed.

Goal flaws

Employees are not motivated by the motion that their hard work will make company owners and
executives rich, the more internalized a company’s goals sound, the less motivated employees are
to fulfil those goals. The company needs to focus on the customer and give employees a chance it
feel as though it has done something substantial to help the customer. For example, develop a referral
program that encourages customers that have recently purchased products to recommend other
people that your sales professionals can call on. The company and sales staff benefit from the
increase in business, but the sales staff also gets to see the appreciations of past clients in the form
of potential new business.

Overwork

Employees that are overworked are likely to lose motivation regardless of how much overtime pay
they are receiving. If you know a period is coming where extra hours will need to be worked, develop
a schedule in advance and give your employee sample warning so they can make preparations in
their personal life. Make sure the staff schedule still allows employees to spend time with their
families and get away from the stress of working too much.

1.1.8 Techniques of employee motivation

Here are some motivation techniques that will help to get staff re ever gives and engaged at work.
To begin with make sure you have the right conditions in place so that your work culture supports
motivation.

Make sure you offer:

• Fair pay and conditions

•
•
•
• A comfortable, sage, working environment
• Opportunities for employees to socialize and make friends
• Clearly defined work responsibilities and goals
• Education and training opportunities
• Career opportunities

As a manager, you play a key role in building on a solid foundation and motivating employees.
Remember that 70% of people leave their boss, not the company.

So what can you do make sure that employees are switched on at work?

Here are some practical motivation techniques that you can use to improve motivation in your
workplace.
Treat employees as individuals

Do you make assumptions about what motivates your employees? Some are likely to be career
focused, but others may see their work as a place to make friends and earn money. Find out what
motivates employees outside of work. Some enjoy a challenge such as a porting activity; others may
like to be on committees so they can use their organizational skills. Use their innate talents in the
workplace where possible to keep them motivated. Set goals which stretch their abilities. Make goals
SMART-specific, measurable, achievable, relevant and time framed.

Treat employees with respect

Get to know your employees on a personal level, and offer support when needed, even if it is only
to listen to their concerns. Ask your employees for their opinions where possible, for example if you
are changing systems or introducing new equipment. Being involved in decision making is one of
the best motivation techniques. Catch your employees doing something well and praise them and if
you do this I front of other, it makes the employee feel even better. Giving employees recognition
for their efforts will motivate them to repeat the process.

Provide opportunities for employee learning and development

Encourage a learning climate, through structured on the job training programmes, job transfers, inter
disciplinary projects and support for further education. Aim to have your employees constantly
learning new skills and gaining new knowledge. This will reduce the level of stagnation that can
easily occur in a business. Promote from within where feasible and invest the time and support in
developing employees so they can take on new opportunities. Some managers worry that by offering
a high level of training to employees, they may leave the business for better opportunities elsewhere.
Remember this allows other employees to rise up and take their place. Also the work will spread
that you are a good employer which may encourage it higher calibre of external job applicants.

Make the workplace a fun place

Having fun is one of the best motivation techniques. And small things can make all the difference.

• Bring sweets to team meetings

• Sharing non business news through e.g. newsletters
• Arranging activities such as lunchtime yoga sessions
 • Surprising employees with a birthday cake
• Asking the employees for their opinion on what would make the workplace a fun place?

Moral boosters

Measuring morale

There’s only one way know how good morale really is in your company: ask the people who work
there.

Street smarts: the tournament

Morale took a real beating this fall. But there’s nothing that lifts the spirits like some friendly
competition.

Revving up the “p” word (productivity)

Though productivity is often defined in numbers, it relies very heavily upon people and their
attitudes.

Leading in hard times

CEOs offer 10 tips for leading your company through bleak times.

Non cash incentives

Low cost ways to build employee commitment

Consider the power of the five is.

It takes more than pay to keep good workers

Companies are finding a numbers of ways to expand responsiveness and flexibility beyond
traditional compensation programs to retain op employees.

Incentives for all generations

The one size fits all approach no longer suits today’s multigenerational work places. Check this list
of desired perks for mature workers, baby; boomers, Gen Per, and more.

Winter holiday rewards

The hectic holiday season is the time to show off a well thought out reward strategy that helps your
workforce stay motivated and focused.
Perks you can afford

In this classic inc. article, take a look at some unique employee benefits that can help you create an
environment your workers won’t want to leave.

Motivation by compensation

Trust but verify in addition to providing valuable information on the company’s 20 restaurants, the
noodles &co secret shopper program is used as a motivational tool.

The store that stark built

Not only does every employee at Debra’s natural gourmet have a management role, in a move
unheard of in retail, profits are shared amongst the team.

In a former life: alan schutz

This CEO learned a valuable lesson during his past lie as a steelworker: a company should
compensate its sales force based on fair and reachable short term goals.

Hands on showing up

Are your workers not in the habit of showing up every day? Try instituting a bonus system to
encourage perfect attendance.

Turn motivation inside out

Inside sale teams often go unrecognized and unrewarded. To motivate them and build a winning
sales team all around, reward sales support staffers with commissions. Too

Goals, roles, pay and performance

If you have promised goal based compensation, you need to clearly communicate roles, goals, and
paths: otherwise, you may end up with disgruntled employees.

Turbo changer your bonus plan

Take a regular bonus plan and add a kicker an increase in the layout if certain targets are met.
1.1.9 Theories of motivation

At a simple level it seems obvious that people do things, such as go to work in order to get stuff they
want and to avoid stuff they don’t want. Why exactly they want what they do and don’t want what
they don’t is still something a mystery. It’s a black box and it hasn’t been fully penetrated.

Overall, the basic perspective on motivation looks something like this:

Needs Behaviour satisfaction

In other words, you have certain needs or wants (these terms will be used interchangeably), and tgus
cayses you do certain things (behaviour), which satisfy thse needs (satisfaction), and this can then
change which needs/wants are primary (either intensifying certain ones, oor allowing you to move
on to other ones).

A variation on this model partiulaly appropriate from an experimenter’s or manager’s point of view
would be to add a bo labeed “reward” between “behaviour” and “satisfaction”. So that subjets for
employees who hav certin needs do certain things . which then get them rewarded set up by the
experimenter or manager which satiisfy the needs,and so on.

RECRUITMENT

Recruitment is the set of activities takes place in an organization to attract job candidates possessing
the appropriate characteristics to help the organization reach its objectives. It involves seeking and
attracting a pool of people from where suitable qualified candidates can be chosen for vacancy. The
basic purpose is to collect a group of potentially qualified people. Selection is the process of finding
out the most suitable candidates for the suitable job. After identifying the sources of manpower,
searching for prospective employees and stimulating them to apply for jobs in the organization, the
management has to perform the function of selecting the right employees at the right time and at the
right post. Sample size taken for study is 100. A. questionnaire is prepared according to the
parameters like human resource planning, cost effectiveness, induction recruitment and selection.
The questionnaire is distributed to the executives of maxican export and basing on the obtained data,
conclusions, suggestions & recommendations are drawn. Every organization follows the process of
recruitment and selection. In SNH, this process shall be initiated on receiving a requisition in the
prescribed format duly approved by the MD/executive director. It should contain the particulars of
role, responsibilities reporting relationship, qualification etc,. The selection methodology for various
positions shall be based on personal interviews

The recruitment and selection process followed in SNH is comparatively well defined. Most of the
candidates are recruited through Employee Reference and Consultancy. Candidates selected are
given a probationary period. The suggestions drawn through the project study are like before posing
the candidates to personal interviews, tests like aptitude, achievement, situational, interest, group
discussion and personality development interview should be conducted. This helps the company in
retaining employees for long time. Overall manpower planning H is conducted systematically and
selection procedure is done through experts. This makes the company to lower the employee
turnover at the same time developing the selected candidates for future organizational goals.

MEANING AND DEFINITION

Recruitment has been regarded as the most important function of personnel administration, because
unless the right type of people are hired, even the best plans, organisation charts and control systems
would not do much.

A person unknown, living somewhere comes to a working unit through this recruitment and
selection process provided he is interested in working. Where recruitment reduces the number of
persons applied for the post due to limited vacancies, selection gives a way to be into the
organization and training the after cup taste. Once the person gets into it he gets a “golden goose”
i.e., a life time security. However the applicant attitude pays him a lot. Stringent rules and regulations
are applicable in this process of recruitment and selection.

“Recruitment is a process to discover the sources of manpower to meet the requirements of the
staffing schedule and to employ effective measures for attracting the manpower in adequate numbers
to facilitate effective selection of an efficient workforce”

-------Yoder“

The process of searching for prospective employees and stimulating them to apply for jobs in the
organization”,-----

Edwin B.Flippo
SUB SYSTEMS OF RECRUITMENT

There are four subsystems in recruitment which can be divided into further subsystems.

•Finding out and developing the sources where the required number and kind of employee’s are/will
be available.

•Developing suitable techniques to attract the desirable candidates.

Employing the techniques to attract candidates, and

•Stimulating as many candidates as possible and making them to apply them for job irrespective of
number of candidates in order to increase selection ratio.

COMPLEXITY OF THE FUNCTION OF RECRUITMENT

The activity of recruitment i.e., searching for prospective employees is affected by many factors
like, Organizational policy regarding filling up of certain percentage of vacancies by internal
candidates Local candidates ( sons of soil)Influence of trade unions. Government regulations
regarding reservations of certain number of vacancies to candidates based on
community/region/caste/sex .and Influence of recommendations, nepotism etc. The other activity of
recruitment is consequently affected by the internal factors such as

•Working conditions

•Promotional opportunities

•Salary levels, type and extent of benefits

•Other personnel policies and practices

•Image of the organization, and

•Ability and skill of the management to stimulate the candidates It is also affected by external factors
like

•Personal policies and practices of various organizations regarding working conditions, salary,
benefits, promotional opportunities, employee relation etc.

•Career opportunities in other organizations: and Government regulations.

However, the degree of complexity of recruitment function can be minimized by formulating sound
policies.

RECRUITMENT POLICIES

Recruitment policy of any organization is derived from personnel policy of the same organisation.
Recruitment policy itself should take into consideration the government’s personnel policies of the
other organization regarding merit, internal sources, social responsibility in absorbing minority
sections, women etc Recruitment policy should commit itself to the organizations personnel policy
like enriching the organizations human resources or serving the community by absorbing the worker
sections and disadvantaged people of the society, motivating the employees through the internal
promotions, improving the employee loyalty to the organization by absorbing the retrenched or laid
off employees or casual/temporary employees or dependants of present/former employees etc., The
following factors should be taken into consideration in formulating recruitment policy. They are;

•Government policies

•Personnel policies of other compete ting organizations

•Organizations personnel policies

•Recruitment sources

•Recruitment costs

Selection criteria and preference etc.

SOURCES OF RECRUITMENT

Sources are those where prospective employees are available like employment exchanges. When a
person is needed to fill a vacant organization position, this individual may come from inside or
outside the company. Some companies prefer to recruit from within, since this aids employee
morale, loyalty and motivation. Other companies prefer to recruit externally to prevent inbreeding
and to encourage new ways of thinking.
INTERNAL SOURCES

Internal sources include; Present permanent Employees organisations consider the candidates from
internal source for higher level jobs due to:

Availability of most suitable candidates for jobs relatively or equally to the external sources. To
meet the trade unions demand to the policy of the organization to motivate the present employees.

Present temporary or casual employees:

Organization find this sources to fill the vacancies relatively at lower level owing to the availability
of suitable candidates or trade union pressures or in order to motivate them in their present jobs.

Retrenched or retired employees:

The organization takes the candidates for employment from the retrenched due to obligation, trade
union pressure. Sometimes the organizations prefer to re-employ their retired employees as a token
of their loyalty to the organization or to postpone some inter personal conflicts for promotion etc.

Dependents or deceased, disabled, retired and present employees:

Some organizations, in an attempt to show loyalty, provide employment to the dependents of

deceased, disabled and present employees. Such organizations find this source as an effective source
of recruitment.

EXTERNAL SOURCES:

Organisations have at their disposal a wide range of external sources for recruiting personnel.
External recruiting is often needed in organizations that are growing rapidly, or that have a large
demand for technical, skilled, or managerial employees. External source provide a larger pool of
talent, and they prove to be cheaper, especially when dealing with technical or skilled personnel who
need not be offered any training in the organization, in the long run. External source include
Educational and training institutes: different types of organizations like industries, business firms,
service organizations can get experienced candidates of different types from various educational
institutions like colleges and universities imparting education in science, commerce, arts,
engineering and technology, agriculture, medicine, management studies, etc., and trained candidates
in different disciplines like vocational, engineering, medicine from training institutions like
vocational training institutes of state government in various states, national industrial training
institute for engineers etc., all these provide facilities for campus recruitment and motivation.

Private employment agencies/consultants:

Public employment agencies are consultants like ABC consultant in India perform the recruitment
functions on behalf of a client company by charging fee.

Public employment exchanges:

The government setup public employment exchanges in the country to provide information about
vacancies to the candidates and to help the organizations to find out suitable candidates.

Professional organizations:

Professional organizations or associations maintain complete bio data of their members and provide
the same to various organizations on requisition they also act as an exchange between the members
and recruiting firms in the exchanging information, Clarifying doubts etc., Organizations find this
source more useful to recruit the experienced and professional employees like executives managers
and engineers.

Data banks:

The management can collect the bio-data of the candidates from different sources like employment
exchange, educational training institutes, candidates etc., and feed those in the computer can get the
particulars as and when it needs to recruit.

Casual applicants:
depending upon the image of the organization .its prompt response, participation of the organization
in the local activities, level of unemployment, candidates apply casually apply casually for jobs
through mail or handover the applications in personnel department.

Similar organizations:

Generally, experienced candidates are available in organizations producing similar products or are
engaged in similar business. The management can get most suitable candidates from this source.

Trade unions:

Generally, unemployed or under employed persons or employees seeking change in employment

put a word to the trade union leaders with a view to getting a suitable employment due to the latter’s
intimacy with management. The trade union leaders are aware of this fact and in order to satisfy the
trade union leaders, management enquires trade unions for suitable candidates. Online recruitment:
it has been one of the dominant sources where in various websites provide the various opportunities
and vacancies in different companies. The candidates can directly apply for the jobs online and also
the companies can get the data bases of the candidates through the internet
ORGANIZATION CHART
OBJECTIVES OF THE STUDY

To know the various sources of recruitment and their availability at MAXICAN EXPORT.

To obtain the feedback of the employees about the recruitment procedures followed in the
company.

To review the recruitment process and to make improvements to the forthcoming recruitment
programs at MAXICAN EXPORT.

To suggest measures accordingly.

To study the important factors which are needed to motivate the employees.

To study the effect of monetary and non-monetary benefits of employees provided by

organization on the employee’s performance.

To study to effect of job promotion on employees.

To learn the employee satisfaction on the interpersonal relationship exists in the organization.

To provide the practical suggestion for the improvement of organization’s performance.

SCOPE OF THE STUDY

To study is intended to evaluate motivation of employees in the organization.

A good motivational program procedure is essential to achieve goal of the organization. If

efficient motivational programmes of employees are made not only in this particular
organization but also any other organization.

The organizations can achieve the efficiency also to develop a good organizational culture.

The scope of the study includes the following aspects of recruitment.

The feedback of an employee.

Proper utilization of human resource planning.

Effectiveness of recruitment process and techniques.

LIMITATIONS OF THE STUDY

Time constraint was one of the limitations during the data collection.

Responses received were not free from respondent biases because of their apprehension that it
might affect their career.

The superior may not dedicate much time to fill up the questionnaire which results in not so
authentic data or information.

The employees may not reveal the secrets of the company.

As the questionnaire is restricted to only 12 questions, the study could not cover the other aspects
of the topic.

INDUSRTIAL PROFILE

INTRODUCTION

The Indian textile industry is one of the largest in the world with a massive raw material and
textiles manufacturing base. Our economy is largely dependent on the textile manufacturing
and trade in addition to other major industries. About 27% of the foreign exchange earnings
are on account of export of textiles and clothing alone. The textiles and clothing sector
contributes about 14% to the industrial production and 3% to the gross domestic product of
the country. Around 8% of the total excise revenue collection is contributed by the textile
industry. So much so, the textile industry accounts for as large as 21% of the total employment
generated in the economy. Around 35 million people are directly employed in the textile
manufacturing activities. Indirect employment including the manpower engaged in
agricultural based raw-material production like cotton and related trade and handling could
be stated to be around another 60 million.

A textile is the largest single industry in India (and amongst the biggest in the world),
accounting for about 20% of the total industrial production. It provides direct employment to
around 20 million people. Textile and clothing exports account for one-third of the total value
of exports from the country. There are 1,227 textile mills with a spinning capacity of about
29 million spindles. While yarn is mostly produced in the mills, fabrics are produced in the
powerloom and handloom sectors as well. The Indian textile industry continues to be
predominantly based on cotton, with about 65% of raw materials consumed being cotton. The
yearly output of cotton cloth was about 12.8 billion m (about 42 billion ft). The manufacture
of jute products (1.1 million metric tons) ranks next in importance to cotton weaving. Textile
is one of India’s oldest industries and has a formidable presence in the national economy
inasmuch as it contributes to about 14 per cent of manufacturing value-addition, accounts for
around one-third of our gross export earnings and provides gainful employment to millions
of people. They include cotton and jute growers, artisans and weavers who are engaged in the
organised as well as decentralised and household sectors spread across the entire country.

COMPANY PROFILE
About MAXICAN EXPORT :-

Registered in 2007 , MAXICAN EXPORT has made a name for itself in the list of top
suppliers of in India. The supplier company is located in Karur, Tamil Nadu and is one of
the leading sellers of listed products.
MAXICAN EXPORT is listed in Trade India's list of verified sellers offering supreme
quality of etc. Buy in bulk from us for the best quality products and service.

NEED FOR STUDY

To study the level of employee motivation.

To study the level of financial and non-financial motivation.

To study how supervisor can influence motivation.

To know what are the de-motivation factors.

REVIEW OF LITERATURE

Employee motivation is central to many aspects of industrial and organizational development the
individual performance and growth in the organization influence by varied function constant
changing environment have also an influence on individual at personal level according to scientific
management employee motivation is based on most pragmatic an essential pessimistic philosophy
that man is maintained by money. The individual involvement, loyalty, dedication to job and
organization seed to be low key affair, the loyalty, dedication and involvement leads to organization
effectiveness productivity as well as individual growth and enhancement . Employee motivation is
commonly measured in seven areas that is physical, salary and perks, promotion, policy, job
security, work interest, relation, welfare facilities. Studying employee motivation which influence
and determine human behaviour in worth because ultimately all the aspects related to employee
motivation ultimately leads to good industrial relationship enhances inter personal relation
ultimately leads to increase productivity and growth if the organization.

Thus the study is an attempt to explore various factor which can affect industrial development
especially related to employee motivation which can be helpful to all those and especially industrial
social workers to find out effective measures and solution to deal with the loopholes and obstacles
in gaining effective work.

SAMPLING METHOD

Researcher has selection respondents randomly that is why simple sampling method is used.

SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of Madura dairy.

RESEARCH DESIGN

This study is exploratory and descriptive in nature.

VARIABLES

(1) .Independent: Sex, age, income

(2) .Dependent: Employee motivation

TOOLS OF DATA COLLECTION

Primary tool: interview schedule

Secondary tool: Library, books, journals, internet, newspaper, magazines.

OPERATIONAL DEFINITION

Spectre (1997) defines employee motivation simply as “the degree to which people like their jobs.”

RESEARCH METHOLOGY

In this action I will describe and explain the concepts, models and theories that are relevant in the
field of motivation and necessary to facilitate a comprehensive analysis and understanding of the
research question. It may be useful to conceptualize the term financial motivation and what is
concepts are. A broader definition of motivation will be introduced.
It can be observed from the above definitions that, motivation in general, is more or less basically
concern with factors or events that moves, leads, and drives certain human action or inaction over a
given period of time given the prevailing conditions. Furthermore the definitions suggest at that
there need to be an” invisible force” to push people to do something in return. It could also be
deduced from the definition that having a motivated work force or creating an environment in which
high levels of motivation are maintained remains challenge for today’s management. This challenge
may emanate from the simple fact that motivation is not a fixed trait-as it could change with changes
in personal. Psychological, financial or social factors. For this thesis, the definition of motivation by
Greenberg &Baron (2003) is adopted, as it is more realistic and simple as it considers the individual
ad his performance. Greenberg & Baron defines motivation as:

“The set of processes that arouse, direct, and maintain human behaviour towards attaining some
goal”. (Greenberg & Baron, 2003, p190) Bassett-Jones & Lloyd (2005, p931) presents that two
views of human nature underlay early research into employee motivation. The first view focuses on
Taylors, which viewed people as basically lazy and work –shy”, and thus held that these set of
employees can only be motivated by external stimulation. The second view was based on Hawthorn
findings, which held the view that employees are motivated to work well for “its own sake” as well
as for the social and monetary benefits this type of motivation according to this school was internally
motivated.

Even though much research been conducted on the field of financial motivation and many
researchers and writers have proposed theories of the concept of financial motivation, and its role
in enhancing employee’s performance in every organization some of these models have been widely
used and accepted by today’s organization some of these models have been widely used and
accepted by today’s organizations leaders. In this these is discussion on some of the motivational
theories will include Alders (ERG theory0, Maslow (Need theory), Vrooms (Expectancy theory),
Adams (Social equity theory), Taylor (productivity theory), Herzberg (Two factor theory), Mac
Gregory (theory X and Y), Georg pales (path goal theory) and skinner (Reward theory). To better
understand this discussion a summary of the theories is presented and an indebt discussion on
Maslow and ERG theories on which I base my thesis overlooked.
 Alder asserts in his Existence relatedness and growth theory commonly known as the ERG theory
that there are three basic human needs:

Existence, relatedness and growth, which must be meet by an employee to enable him, increase
performance. Maslow (1943) suggests that human needs can be classified into five categories and
that these categories can be arranged in a hierarchy of importance. These include physiological,
security, be longings, esteem and self-actualization needs. According to him a person is motivated
first and foremost to satisfy physiological needs. As long as the employees remain unsatisfied, they
turn to be motivated only to fulfil them. When physiological needs are satisfied they cease to act as
primary motivational factors and the individual moves “up” the hierarchy and seek to satisfy security
needs. This process continues untimely self-actualisation needs are satisfied. According to Maslow
the rationale is quite simple because employees’ who are too hungry or too ill to work will hardly
be able to make much a contribution to productivity hence difficulties in meeting organizational
goals. V room (1964) proposes that people are motivated by how much they want something and
how likely they think they are to get it he suggest that motivation leads to efforts and the efforts
combined with employees ability together with environment factors which interplay’s resulting to
performance. This performance interns lead to various outcomes, each of which has an associated
value called valence.

Adams (1965) on his part suggests that people are motivated to seek social equity in the
Rewards they receive for high performance. Accordingly to him the outcome from job includes;
pay, recognition, promotion, and social relationship and intrinsic reward. To get these rewards
various inputs needs to be employed by the employees to the job as time, experience, efforts,
education and loyalty. He suggests that, people tend to view their outcomes and inputs as a ratio and
then compare these ratio s with others and turn to become motivated if this ratio is high. Taylor
(1911) observed the soldering by employees, which is a situation whereby workers work less than
full capacity. He argued that soldering occurs due to the fact employee’s fear that performing high
will lead to increasing productivity. Which might cause them to lose their jobs. This slow paces of
work where promoted by faulty systems however this situation is not what prevails with
contemporary employees who organization evaluate them through their performance.

Herzberg suggested that there are factors in a job, which causes satisfaction. These he called
intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene factors). According
to him if the motivational factors are met, the employee becomes motivated and hence performs
higher. Mac Gregory suggested that there exist two sets of employees (lazy and ambitions
employees) with lazy employees representing theory X, hard and ambitious workers representing Y.
according to him the lazy employee should be motivated to increase performance in an organization
Georg opal us path goal theory of motivation states that, of a worker sees high productivity ass a
path leading to the attainment of one or more of his personal goal, he will turn to be a high Producer.
But if he sees low productivity as the path leading to the attainment of his goal he will turn to be a
low producer and hence needs to be motivated.

This discussion on the above motivational theories explain the fact that the concept of Employee’s
motivation has been a critical factor addressed by previous authors as what determine the core
competence of every organization in achieving a competitive position, Skinner who propounded
that any behaviour that is rewarded tends to be repeated supported this view. The term motivation
has been used in numerous and often contradictory ways. Presently there appears to be some
agreements that the crucial thread that distinguishes employee’s Motivated behaviours, from other
behaviour is that it is goal directed behaviours, Bandar (2000 P223) argues that the core of
motivating individuals lays in the goal-direct aspect to behaviour Jones suggested “motivation is
stopped and what kind of subjective re-action is present in the organization while this is going on
the jones statement can be converted into a diagram which shows the employee motivational process
as it influences performance.

THE PROCESS OF EMPLOEE’S MOTIVATION

The figure illustrates that the process begins because 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 motivation be redefines his desires and needs and the
process is initiated again. These groups of researchers were over the years divided into what was
later labelled the context and process theories of motivation. According to steers, mow days &
Shapiro tension or drive

• To fulfil or need

• Fulfilment and

• Re-definition of needs

• Goal directed

• Behaviour

(2004 P382) the process generated during this period. Makes this period referred to as “the golden
age of work motivation theories “. “Never before and, some would argue, never since has so much
progress been made in Explicating the aetiology of work motivation” (steer et al, 2004, p380-383)

Bassett-jones &Libya (2005, p392) suggests that the “content theorists led. By Herzberg, assumed
a more complex interaction between both internal and external factors, and explored the
circumstances in which individuals respond to different internal and external stimuli. On the other
hand, process theory, where victor Vroom was the first exponent considers how factors internal to
the person result in different behaviours. From the focus point of these two groups, one could
observe that the process theories attempt or try to understand the thinking processes an individual
might go through in determining how to behave in a workplace. The primary focus was on how and
why questions of motivation. How a certain behaviour starts, developed and sustained over time. It
is true that human behaviour in general is dynamic and could affect the individual’s personal altitude
as well as factors surrounding that individual. These exogenous factors eminent from the
environment in which the individual operates generate stimuli to employees.

It is my belief that employees is general are goal seeking and look for challenges and expect positive
re-enforcement at all times. Hence it could only be of benefit if organisations could provide these
rewards and factors. Though I have discussed earlier organizations could provide these towards
and factors. Though I have discussed earlier in this is that employees are financially motivated,
motivation could be seen as a moving target, as what motivates differ among different people. And
may even change for the same person over a given period of time, development within the modern
organisation has probably made motivating employees ever more difficult due to the rapture of every
individual, behaviour increasing the complexity of what can really motivate employees. According
to Cassette-jones & Lloyd (2005, p, 943) “expectancy, equity, goal setting and reinforcement theory
have resulted in the development of a simple model of motivational alignment. The model suggest
that once needs of employees are identified, and organizational objectives and also satisfy employee
needs. If poorly aligned, then how motivation will the outcome”.

According to (Wiley, 1997, p 264) “modern approaches to motivation may be organised into three
related clusters: (1) personality-based views (2) cognitive choice or decision approaches and (3) goal
or self-regulation perspective; where personality-based views emphasize the influence of enduring
personal characteristics as they affect goal choice and striving. Work place behaviour is posited to
be determined by persons current need state in certain universal need I category. Cognitive choice
approaches to work motivation emphasize two determinant of choice and action; expectation, and
subjective valuation of the consequences associated with each alternative. These expectancy value
theories are intended to predict an individual choice or decision. Goal frame work to work
motivation emphasis the factors that influence goal striving which focuses on the relationship
between goals and work behaviour.

The assumption is that an employee’s 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 mas low 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 thesis intend to use mas low’s hierarchy of need theory of motivation as a
foundation to identify the factors that motivate today’s employees, and in the process determine a
raking order of factors that motivates these employees, the original mas low theory will be looked
at more detail hereof.
History and explanation of mas low’s hierarchy of need theory

The “motivation to work” published by mas low probably provided the field of organizational
behaviour and management with a new way of looking at employees job altitudes or behaviours in
understanding how humans are motivated. Probably the best-known conceptualization of human
needs in organizations has been proposed by this theory. Abraham mas low was a clinical
psychologist, who introduced his theory based on personal judgment which was generally known as
the needs are not met, they will unlikely to function as healthy individuals or well-adjusted
individuals. This idea was inter applied to organization deemphasize the idea that unless employees
get their needs met on the job, they will not function’s effectively as possible.

Specifically mas low theorised that people have five types of needs and that these are activated in
a hierarchical manner. This means that these needs are aroused in a specific order from lowest to
highest, such that the lowest-order need must be fulfilled before he next order need is triggered and
the process continues. If you look this in a motivational point of view mas low’s theory says that a
need can never be fully met, but a need that is almost fulfilled does not longer motivate. According
to mas low you need to know where a person is on the hierarchical pyramid in order to motivate
him/her. Then you need to focus on meeting that person’s needs at that level (Robbins 2001)
according to Greenberg ad baron (2003, p192) the five needs identified by mas low corresponds
with the three needs of Alderperson ERG theory. Whereas mas low theory specifies that the needs
be activated in order from lowest to highest Alder’s theory specifies that the needs can be activated
in order from lowest to highest Alder’s theory specifies that the needs can be activated in any order.
His approach is much simpler than mas’ lows. Alder specifies that there exist three main needs as
opposed to five postulated by mas low .this human basic needs include existence, relatedness and
growth. Thesis 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 mas low’s physiological
needs and safety needs. Relatedness needs corresponds to mas low’s social needs and growth needs
corresponds to esteem and self-actualization needs by mas low below is a summary of these needs
that in this thesis is are divided into deficiency needs (psychological, safety, social needs) and
growth needs (esteem, self-actualization needs) . Factors explanation

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 mas low 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 organisations encourage employee’s participation in social events such as picnics,
organisations 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 refer to the need to become all that one is
capable of being to develop one’s fullest potential. The rationale here holds to the point that self-
actualised 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 organization are able to satisfy both
their deficiency and growth needs (Greenberg & baron 2003p.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 fulfilment and un-fulfilment can have negative as well as positive
influence on motivation.

Organizational /managerial applications of Maslow’s need theory

The greatest value of mas low’s need theory lies in the practical implications it has for every
management of organizations (Greenberg & baron 2003 p.195). The rationale behind the theory lies
on the fact that it’s able to suggest to managers how they can make their employees or subordinates
become self-actualized. This is because self-actualized employees are likely to work at their
maximum creative potentials. Therefore it is important to make employees meet this stage by
helping meet their need organization can take the following strategies to attain this stage.

Recognize employee’s accomplishments:

Recognizing employee’s accomplishments is an important way to make them satisfy their esteem
needs. This could take the form of awards, plagues etc... according to (Greenberg & Baron 2003,
p197) research carried out in GTE data services in temple terrace, Florida shows that awards are
given to employees who develop ways of improving customer’s satisfaction or business
performance. But it should be noted that according to Greenberg & baron awards are effective at
enhancing esteem only when they are clearly linked to desired behaviours. Awards that are too
general fail to meet this specification.

Provide financial security:

Financial security is an important type of safety need. So organization to motivate their employees
need to make them financially secured by involving them in profit sharing of the organization. In a
research carried out with AT & T and Wang showed that 50% of their employees received financial
outplacement services to assist laid-off employees in securing new jobs.

Provide opportunities to socialize:

Socializations is one of the factors that keep employees feel the spirit of working as a team. When
employees work as a team they tend to increased their performance. Research conducted on IBM
shows that it holds a “family day” picnic each spring near its Armonk, New York headquarters.

Promote a healthy work force:

Companies can help in keeping their employees physiological needs by providing incentives to
keep them healthy both in health and mentally. In a research carried out at the Hershey Foods
Corporation and southern California Edison Company showed that employees are provided with
insurance rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking.

Criticisms of Maslow’s need theory of motivation

Mas low 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 mas low’s 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 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. Mas low’s
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
behaviour of individuals who are high in growths need strength because employees who are different
to the idea of increasing their growth will not realize any physiological reaction to their jobs.
Centres & B rental (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 worker’s needs,
expectations and situation assessment” . According to graham & messenger (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 &
messenger (2000, p 188). Nadler & Lawler (1979) cited in graham & messenger (2000, p. 198)
Where 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 & alloyed (2004, p 961). basset-jones &Lloyd (2004,p961) 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 level at
the hierarchy of need theory, I believe that this theory has a made a significant contribution in the
field of organizational behaviour 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 Mas lows
hierarchy of need theory.

Empirical studies on employee motivation using the original and adapted mas low’s model

If any person has to come up with the question that is there any need for employees motivation? The
answer to this type of question of course should be simple the basic survival of every organization
be it public or private limited before, today and in the foreseeable future lies in how well its work
force is motivated to meet the objectives of the organization this explains why the human resource
department in today’s organization is became a focus of its core functions. I think that motivated
employees are needed in this rapidly business world where the principal-agent conflict is the issue
confronting most managers. Most organisations now consider their human resources as their most
valuable assets (a strategic or competitive advantage). Therefore, in order to effectively and
efficiently utilize this strategic asset, I believe managers and the organization as a whole, must be
able and willing to understand and hopefully provide the factors that motivate its employees within
the context of the roles and duties they perform. This is because highly motivated employees are the
cause of high productivity levels and hence higher profits for the organization. Having noted this
rationale the next question one may ask are what factors motivated today’s employees,”?

Accordingly to Wiley (1997, p265) at some point during our lives, virtually every person may
have to work. He claims that working is such a common phenomenon that the question “what
motivates people to work is seldom asked. Wiley went on to say that “we are much More likely to
wonder why people climb mountains or commit suicide than to question the motivational basis of
their work”. Therefore, exploring the altitudes that employees hold concerning factors that motivate
them to work is important to creating an environment that encourages employee motivation. From
the much amount of literature available on employee motivation, it is clearly evident that a lot of
surveys regarding employees and what motivates them have been undertaking.

These employee motivation surveys have been conducted in many different job situations, among
different categories of employees using different research methods and applications. One of the very
first survey to be conducted was on industrial workers by (Hershey & Blanchard, 1969) over the
years, similar or different survey employees have been carried Out see (Kovach, 1987, 1993) (Wiley,
1995), (Lindner, 1998, 1999) according to a research carried out by Kovach on industrial employees
who were asked to rank the “job rewards” factors based on personal preferences where the value I
represented most preferred and 10 being the least preferred. The results were as follows (1) full
appreciation of work done(2) feeling of being (3) sympathetic help with personal problems (4) job
security (5) good wages and salaries (6) interesting work (7) promotion &growth (8) employee’s
loyalty (9) good working conditions (10) tactful discipline during the periods of (1946,1981&1986)
when employee surveys were carried out, supervisors were at the time asked to rank job rewards,
as they taught employees would rank them. The rankings were as follows:

1. Good wages
2. Job security

3. Promotion and growth

4. Working conditions

5. Interesting work

6. Personal loyalty to employees

7. Tactful discipline

8. Full appreciation

9. Sympathetic help with personal problems

10. Recognition

(Kovach 1987 p.49-54) the results from the supervisor survey indicated that their ranking had not
changed over the study period with regards their collective perception of factors that motivate
employees. This shows that they had a very inaccurate perception of what motivates employees but
also that they did not realise the importance of the need theory in a survey by Wiley (1997 , p.278)
in which approximately 550 questionnaires were administered to person employed at different
industries and divided into 5 subgroups, or categories namely: (occupation, gender, income levels,
employment status and age) they were asked to rank 10 factors according to the level of importance
each is in motivating the to perform best with the most important factor ranked I and the least
important ranked 10th. The survey concluded with the following collective rank order by
respondents:

(1) Good wages

(2) Full appreciation of work done

(3) Job security

(4) Promotion

(5) Interesting work

(6) Company loyalty to employees

(7) Good working conditions

(8) Tactful discipline

(9) Recognition

(10) Sympathetic help with personal problems

The results from a representative sample of the labour force in seven different countries by Harpaz
(1991 p.75) showed that the two most dominant work goals were” interesting work “and good
wages”, he further concluded that these two factors were consistent across different organizational
levels, between genders ad age groups. Quinn (1997) also cited in Harpaz (1991 p.311) concluded,
“When the ratings if twenty three job related factors (including the need factors were carried out,
the conclusion reached was that no single factor was pre-eminently important” he further pointed
out that, “the most aspect of the worker job was that of sufficient resources to perform a task. From
the above studies presented so far, the ranking by different subgroups have shown semantic
differences in the importance placed on different motivational factors. For example (Kovach, 1987,
Wiley, 1997 an Harpaz, 1990). The discrepancies in these research findings supports nelsons (2001,
p.2) positional view that “what motivates employees differs and may change for the same employee
over time”. It is appropriate at this level to give a brief summary of the previous researches in this
thesis. Even though the original need hierarchy theory was presented some 50 years ago, some of
its If not all factors remain of significant importance to employees today. The large number of earlier
and recent studies investigating employee motivation using sometimes the original or modified
version of mas low’s theory, may continue the appreciation of this theory and the issue of employee
motivation. The literature also shows that where the original theory was lacking (short comings or
criticised for), has been greatly taken into consideration.

Researchers have taken issues such as differences in gender, age, income, culture & countries etc.
And how these may affect or influence employee work motivation extensively. The commonality
between these previous researches is the agreement that certain factors are more important as
motivational factors than others and that these factors may change from one employee to another.
These previous studies have also been taken using different methods, from surveys, questionnaires,
face-face interviews, but their outcomes have not differed significantly. A possible explanation
could be due to the fact that even.
At MAXICAN EXPORT, the recruitment process is initiated on receiving a requisition in the
prescribed format duly approved by the MD/Executive director. The requisition shall contain
particulars of designation, role and responsibility reporting relationship, qualification and
experience required and critical skills that are essential for effective performance. Recruitment
process shall commence with an internal search, which shall be initiated by the HR department. In
case no suitable person is identified from within, search from the application data bank shall be
resorted to like placement agencies or release of advertisements. Applications will be collected
either by post or personal. Intimation for interviews shall normally be sent through mail/courier in
the prescribed format. In other cases, it may be sent through other modes like telegram, telephone,
etc. The project work done in Maxican Export was based on the questionnaire which was filled by
theexecutives of the company. The questionnaire was prepared based on the recruitment and
selection techniques and was filed on behalf of the following sample size by their executives.

They were: Recruitment techniques: Advertisements in media Placements agencies. Campus

recruitment Employment exchanges Employee reference online recruitment Sample size: 100
employees working at executive level in the corporate office. The sample was selected randomly. In
Maxican Export the above said techniques are used to search for suitable candidates. Parameters
used in the questionnaire are as follows

•Human Resource Planning

•Recruitment

•Selection

•Cost effectiveness Basing on the ratings of the employees, the effectiveness of the recruitment and
selection process in the Maxican Export will be clearly known.

SOURCES OF DATA:

1. Primary data
2. Secondary data

3. Analysis of data

Primary data is collected in order to avoid any mistakes due to transcription which may arise when
collected through secondary sources. The data is collected by questionnaire method.

Secondary data is collected from the companies’ reports, manuals and brochures. Through company
records, books, HR reports etc.

SAMPLING PROCEDURE:

The sampling method used was random sampling. The sampling method was used because of lack
of time and lack of knowledge about the universe. The sample size was fixed to 100 Respondents;
the sampling procedure is response form

STATISTICAL TOOLS USED:

1. Simple percentage analysis

2. Chi square analysis
3. Correlation
1. SIMPLE PERCENTAGE ANALYSIS
No. of Respondents
Percentage = ……………………………… X 100
Total Respondents
2. CHI-SQUARE TEST
It is one of the most simplest and widely used non parametric test in statistical work.
The quantity chi-square describe the magnitude of the discrepancy between theory and
observation.
Which is defined as,
∑(𝒐𝒊−𝑬𝒊)𝟐
Chi – Square = 𝑬𝒊

Oi = Observed frequency
Ei = Expected frequency
In general the expected frequency for any can be calculated from the following equations

RT X CT
E = N

E = Expected frequency, CT = Column total, RT = Row total, N = Total number of

observations
The calculated value of chi-square is compared with the table value of chi-square
given degree of freedom of a certain specified level of satisfaction. If at the stated level the
calculated value of X2 is more than the table value of X2 the difference between theory and
observation is considered to be significant otherwise it is insignificant.

3. CORRELATION

Correlation is computed into what is known as the correlation coefficient, which

ranges between -1 and +1. Perfect positive correlation (a correlation co-efficient of +1)
implies that as one security moves, either up or down, the other security will move in lockstep,
in the same direction. Alternatively, perfect negative correlation means that if one security
moves in either direction the security that is perfectly negatively correlated will move in the
opposite direction. If the correlation is 0, the movements of the securities are said to have no
correlation; they are completely random.

∑ XY
𝑟=
√(∑ X 2 ) (∑ 𝑌 2 )

PERCENTAGE ANALYSIS:

In this research, various percentages are identified in the analysis and they are presented pictorially
by way of bar diagrams and pie charts in order to have a better quality.
 ANALYSIS AND INTERPRETATION

Gender Frequency Percentage

Male 85 42%

Female 115 58%

 Gender

male
42%
female
58%

male female

Above table shows that 58% percent (n=115) respondent belongs to a female-group of percent
42% (n=85)
 TABLE NO-5.2 TABLE SHOW AGE WISE DISTRIBUTION OF
RESPONDENT.

Age Frequency Percentage

18 to 25 years 40 23%

26 to 35 years 75 44%

36 to 45 years 55 32%

Above 45 years 30 1%

Total 200 100%

AGE
Above 45 yrs
1%
18 to 25 yrs
23%
36 to 45 yrs
32%

26 to 35 yrs
44%
 Above table shows that 23% percent (n=40) respondent belongs to age-group of 18-25, 44%
percent (n=75) belongs to age-group of 26-35, 32% percent (n=55) belongs to age-group of 36-45
while 1%percent (n=30) belongs to age-group of above 45 yrs.
TABLE NO-5.3 TABLE SHOWS THE EDUCATIONAL QUALIFICATION
OF THE RESPONDENT.

Education Frequency Percentage

SSLS 90 45%

HSC 30 15%

Graduate 50 25%

Post graduate 5 2%

Others 25 13%

Total 200 100

 Education

13%

2%

45%

25%

15%

SSLC HSC Graduate PG Others

Above table shows that 45% percent (n=90) respondent had their educational
qualification up to primary level, 15% percent (n=30) respondent had their educational qualification
up to secondary level, 25% percent (n=50) respondent had their educational qualification up to
higher secondary level, 13% percent (n=25) respondent had their educational qualification up to
graduation level while 02% percent (n=5) respondent had their educational qualification up to post
graduate level.
 TABLE NO-5.4 TABLE SHOWS THE WORK OF SPAN OF THE
RESPONDENT.

Span Frequency Percentage

1-5 years 70 40%

6-10 years 60 34%

11-15 years 45 25%

Above 15 years 25 1%

Total 200 100

 Span
1%

25%

40%

34%

1-5 yrs 6-10 yrs 11-15 yrs above 15 yrs

Above table shows that 40% percent (n=70) respondent belongs to age-group of 1-5 years.
34% percent (n=60) belongs to age group of 6-10 years. 25% percent (n=45) belongs to age group
of 11-15 years. While 1% percent (n=25) belongs to age group of above 15 years.
TABLE NO-5.5 TABLE SHOWS PRESENT SALARY AND INCREMENT
OF THE RESPONDENT.

Present salary and increment Frequency Percentage

Strongly agree 20 10%

Agree 135 67%

Uncertain 15 8%

Disagree 20 15%

Strongly disagree 10 5%

Total 200 100

 Percentage of present salary and increment
5% 10%
10%

8%

67%

Strongly agree Agree Uncertain Disagree Strongly disagree

Above table shows that 10% percent (n=20) respondent with strongly agree. 67% percent
(n=135) respondent with agree.8% percent (n=15) respondent with uncertain. 10% percent (n=20)
respondent with disagree. 5% percent (n=2) respondent with strongly disagree.
TABLE NO-5.6 TABLE SHOWS WORKING CONDITIONS ARE CLEAN,
PLEASANT & SAFE OF RESPONDENT.

Working conditions are clean,

Frequency Percentage
pleasant & safe of respondent

Strongly agree 40 20

Agree 135 67

Uncertain 0 0

Disagree 25 13

Strongly Disagree 0 0

Total 200 100

 Working conditions are clean,pleasant & safe
of respondent
0%
13%
20%
0%

67%

Strongly agree Agree Uncertain Disagree Strongly Disagree

Above table show that 67% percent (n=135) respondent with strongly agree, 20% percent
(n=40) respondent with agree, 0% percent (n=0) respondent with uncertain, 13% percent (n=25)
respondent with disagree, 0% percent (n=0) respondent with strongly disagree.
 TABLE NO-5.7 TABLE SHOWS WELFARE FACILITIES PROVIDED BY
THE COMPANY.

Welfare facilities Frequency Percentage

Strongly agree 55 27

Agree 125 62

Uncertain 5 3

Disagree 15 8

Strongly Disagree 0 0

Total 200 100

 Percentage of walfare facilities
8% 0%
3%
27%

62%

Strongly agree Agree Uncertain Disagree Strongly Disagree

Above table shows that 27% percent (n=55) respondent with strongly agree, 62% percent
(n=125) respondent with agree, 3% percent (n=5) respondent with uncertain, 8% percent (n=15)
respondent with disagree, 0% percent (n=0) respondent with strongly disagree.
 Table no- 5.8 Table shows policies and procedures of respondent.

Policies and procedures Frequency Percentage

Strongly agree 50 25

Agree 110 55

Uncertain 15 7

Disagree 25 13

Strongly disagree 0 0

Total 200 100

 Percentage of policies and procedures
0%
13%

25%
7%

55%

Strongly agree Agree Uncertain Disagree Strongly disagree

Above table shows that 25 % percent (n=50) respondent with strongly agree. 55% percent
(n=110) respondent with agree. 7% percent (n=15) respondents with uncertain 13% percent (n=25)
respondent with disagree. 0% percent respondents with strongly disagree.
 Table no 5.9 Table shows supervisor take interest in our problem, wellbeing
future

Supervisor our problem,

Frequency Percentage
wellbeing future

Strongly agree 35 17

Agree 150 75

Uncertain 15 8

Disagree 0 0

Strongly disagree 0 0

Total 200 100

 Percentage of supervisor our problem,well
being furture
8% 0%
17%

75%

Strongly agree Agree Uncertain Disagree Strongly disagree

Above table shows that 17% percent (n=35) respondent with strongly agree, 75% percent
(n=150) respondent with agree, 8% percent (n=15) respondent with uncertain, 0% percent (n=0)
respondent with disagree and strongly disagree.
Table no 5.10 Table shows that setting and achieving challenging goal.

Setting and achieving,

Frequency Percentage
challenging goal

Strongly agree 25 12

Agree 145 73

Uncertain 20 10

Disagree 10 5

Strongly disagree 0 0

Total 200 100

 Percentage of setting and achieving
challlenging goal
5%0%
12%
10%

73%

Strongly agree Agree Uncertain Disagree strongly disagree

Above table shows that 12% percent (n=25) respondent with strongly agree, 73% percent
(n=145) respondent with agree, 10% percent (n=20) respondent with uncertain, 5% percent (n=10)
respondent with disagree, 0% percent (n=0) respondent with strongly disagree.
Table no 5.11 Table shows recognized and praised for my good performance

recognized and organized for Frequency Percentage

good performance

Strongly agree 25 18

Agree 125 62

Uncertain 15 8

Disagree 35 12

Strongly Disagree 0 0

Total 200 100

 Percentage of recognized and organized for
good performance
0%
12%
18%

8%

62%

Strongly agree Agree Uncertain Disagree Strongly disagree

Above table shows that 18% percent (n=25) respondent with strongly agree, 62% percent
(n=125) respondent with agree, 8% percent (n=15) respondent with uncertain, 12% percent (n=35)
respondent with disagree, 0% percent (n=0) respondent with strongly disagree.
Table no 5.12 table show organization help me in all possible way to know my
abilities, capabilities, present performance and prospect for improvement.

Employee response Frequency Percentage

Strongly agree 40 20

Agree 140 70

Uncertain 5 2

Disagree 15 8

Strongly disagree 0 0

Total 200 100

 Organization helps me in all possible way to
know my abilities, capabilities, present
performance and prospect for improvement
8% 0%
2% 20%

70%

strongly agree agree uncertain disagree strongly disagree

Above table shows that 20% percent (n=40) respondent with strongly agree, 70% percent
(n=140) respondent with agree, 2% percent (n=5) respondent with uncertain, 8% percent (n=15)
respondent with disagree, 0% percent (n=0) respondent with strongly disagree.
Table no 5.13 table show organization we are a given a chance to our present our ideas & the same
is give due weight age in decision making

Employee response Frequency Percentage

Strongly agree 0 0

Agree 110 55

Uncertain 0 0

Disagree 50 25

Strongly disagree 40 20

Total 200 100

 percentage of organization we are given a
chance to our present our ideas & the same
is give due weight age in decision making
0%
20%

55%
25%

0%

Strongly agree Agree Uncertain Disagree Strongly disagree

Above table shows that 0% percent (n=0) respondent with strongly agree. 55% percent
(n=110) respondent with agree, 25% percent (n=50) respondent with uncertain, 20% percent (n=40)
respondent with disagree, 0%percent (n=0) respondent with strongly disagree.
Table no 5.14 table show prestige of my organization outside company is goal

Prestige of my organization
Frequency Percentage
outside company is goal

Strongly agree 20 10

Agree 180 90

Uncertain 0 0

Disagree 0 0

Strongly disagree 0 0

Total 200 100

 Percentage of prestige of my organization
outside company is goal
0% 10%

90%

Strongly agree Agree Uncertain Disagree Strongly disagree

Above table shows that 10% percent (n=20) respondent with strongly agree, 90% percent
(n=180) respondent with agree, 0% percent (n=0) respondent with uncertain, disagree, strongly
disagree.
Table no 5.15 table shows I am getting maximum pleasure from my work

I am getting maximum pleasure

Frequency Percentage
from my work

Strongly agree 140 70

Agree 35 17

Uncertain 0 0

Disagree 25 13

Strongly disagree 0 0

Total 200 100

 Percentage of I am getting maximum
pleasure from my work
0%
13%
0%

17%

70%

strongly agree agree uncertain disagree Strongly disagree

Above table shows that 70% percent (n=140) respondent with strongly agree, 17% percent
(n=35) respondent with agree, 0% percent (n=0) respondent with uncertain, 13% percent (n=25)
respondent with disagree, 0% percent (n=0) respondent with strongly disagree.
Table no 5.16 table shows organization tries to make the job more challenging which prevents us
from getting bored on the job

Employee response Frequency Percentage

Strongly agree 40 20

Agree 115 57

Uncertain 15 8

Disagree 20 10

Strongly disagree 10 5

Total 200 100

 Percentage of organization tries to make the
job more challenging which prevents us from
getting bored on the job
5%
10% 20%

8%

57%

Strongly agree Agree uncertain disagree Strongly disagree

Above table show that 20% percent (n=40) respondent with strongly agree, 57% percent
(n=115) respondent with agree, 8% percent (n=15) respondent with uncertain, 10% percent (n=20)
respondent with disagree, 5% percent (n=10) respondent with strongly disagree.
Table no 5.17 table shows appropriate working given to me according to my skill and potential

My skill and potential Frequency Percentage

Strongly agree 20 10

Agree 100 50

Uncertain 10 5

Disagree 40 20

Strongly disagree 30 15

Total 200 100

 percentage of appropriate work is given to
me according to my skills and potential

15% 10%

20%

50%
5%

strongly agree agree uncertain disagree strongly disagree

Above table shows that 10%percent (n=20) respondent with strongly agree, 50% percent
(n=100) respondent with agree, 5% percent (n=10) respondent with uncertain, 20% percent (n=40)
respondent with disagree, 15% percent (n=30) respondents with strongly agree.
Table no 5.18 table shows leader ship also influences the levels of motivation

Leadership also influences Frequency

the Percentage
Level of motivation

Strongly agree 15 7

Agree 85 42

Uncertain 15 8

Disagree 75 38

Strongly disagree 10 5

Total 200 100

 percentage of leadership also influences the
levels of motivation
5% 7%

38%

42%

8%

strongly agree agree uncertain disagree strongly disagree

Above table shows that 7% percent (n=15) respondent with strongly agree, 42% percent
(n=85) respondent with agree, 8% percent (n=15) respondent with uncertain, 38% percent (n=75)
respondent with disagree, 5% percent (n=10) respondent with strongly disagree.
FINDINGS

 Most of the recruitment in the Maxican Export is done through consultancy, followed by
employee referrals.

 Most of the candidates prefer face to face interview.

 Maxican Export takes more than a day to complete the interview process.

 Most employees feel that the candidates with more experience should be given reference
regardless to merit level.

 It is found that Maxican Export the cost of recruitment process is high.

 It is found that the interview process is conducted in an open climate and helps them to express
themselves freely.

 Most of respondent 44% (n=75) were belongs to age-group of 26-35 years, Most of respondent
45% (n=90) had their educational qualification up to S.S.L.C, Majority of the respondent 40%
(n=70) works in span of (1-5) years.

 Majority of respondent 67.5% (n=135) agree with present salary and increment.

 Majority of respondent 67.5% (n=135) were strongly agree with working conditions.

 Majority of respondent 62.5% (n=125) were agree with welfare facilities and 27.5% (n=55) were
strongly agree with welfare facilities.

 Majority of respondent 75.5% (n=150) were supervisors take interest in our problem.

 Majority of respondent 72.5% (n=145) were enjoy setting and achieving challenging goal.

 Majority of respondent 62.5% (n=125) were recognized and praised for my good performance.

 Most of respondent 70% (n=140) were organization helps me in all possible.

 Most of respondent 90% (n=180) agree and 10% (n=20) strongly agree were organization
outside company is good.

 Most of respondent 70% (n=140) I am getting maximum pleasure from my work.

 Most of respondent 75% (n=150) were appropriate work is given to me according to my skill
and potential.

 Most of respondent 42.5% (n=85) were agree and 37.5% (n=75) for disagree leadership also
influences the level of motivation.
SUGGESTIONS AND RECOMMENDATIONS

 It would be more effective for maxi can Export to choose as Employee Referral process for
recruitment rather than consultancies as it would help them to reduce the cost.

 It was felt that there is a shortage of recruitment personnel as the candidates had to wait for
long time to finish the initial rounds.

 It is advised that Maxican Export has to increase the recruitment personnel or manage the
selection process effectively.

 The recruitment time for a candidate can be reduced when the internal recruitments are
conducted in lieu with the client interviews.

 It was found that the Management Information System of Maxican Export is not effective as
the candidates themselves had to call back to confirm their status of appointment.

 Data bases of passed out graduates can be considered as a source of effective recruitment
strategy for any immediate requirement.

 In the Maxican Export employees feel that the salary structure is very good but give amount
is not satisfactory. 55% of the employees are satisfied by their salary and increment, financial
reward, as it is very low rate.

 The higher number of employees (85%) has given strongly agree. It means in maxican export
the belongingness of employees are very good. They have a good relationship with everyone.

 65% of employees are satisfied with recognition programs and performance appraisal
system. But 35% of the employee is still feeling that the performance appraisal system and
recognition programmer are not proper. Hence HR department should know why the
employees are not satisfied whit the performance appraisal system and which type of
recognition programme they want in future.

 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.
CONCLUSIONS

1. At Maxican exports most of the recruitment is done through consultancies which in turn leads to
high HR cost

2. At Maxican exports the delay in the interview process is mainly due to the client round where the
recruiter needs to line the candidate for an interview based on the client’s availability.

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 any
going awry. 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 a is clear that various faction which influences , motivation and productivity of the
employees each as social security measures, welfare facilities, salary status, bonus 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, Maslow’s need hierarchy, Herzberg’s two-factor model
and alder’s 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.

Form the learn that how we applied the concept of motivation for the progressive result of company.
QUESTIONNAIRE

As a part of my dissertation, I am conducting a research on motivation and recruitment.

This questionnaire is part of the research project & I solicit your co-operation for the same. I
assume that the information will be used for academic purpose only and shall be kept
confidential.

1) Name:

2) Sex: male [ ] female [ ]

3) Age:

4) Designation:

5) Education:

SSLC [ ]

HSC [ ]

Graduate [ ]

Post graduate [ ]

Other [ ]

6) Work on span:

1 to 5 years [ ]

6 to 10 years [ ]

11 to 15 years [ ]

More than 15 years [ ]

7) I am satisfied with the present salary and increment given to me.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]

Disagree [ ]
 Strongly disagree [ ]

8) I feel that working conditions are clean, pleasant & safe in my organization.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]

Disagree [ ]

Strongly disagree [ ]

9) I feel that my welfare facilities provided by the company are adequate and provide
satisfaction to me.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]

Disagree [ ]

Strongly disagree [ ]

10) I am aware with plies and procedures to the company and I find that satisfactory.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]

Disagree [ ]

Strongly disagree [ ]

11) Supervisors take interest in our problem, wellbeing and feature.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]
 Disagree [ ]

Strongly disagree [ ]

12) I enjoy setting and achieving challenging goal.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]

Disagree [ ]

Strongly disagree [ ]

13) I am recognized and praised for my good performance.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]

Disagree [ ]

Strongly disagree [ ]

14) My organization helps me in all possible way to know my abilities, capabilities, present
performance and prospect for improvement.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]

Disagree [ ]

Strongly disagree [ ]
15) In our organization we are a given a chance to our present our ideas & the same is given
due weight age in decision making.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]

Disagree [ ]

Strongly disagree [ ]

16) The prestige of my organization outside company is good.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]

Disagree [ ]

Strongly disagree [ ]

17) I feel that I am getting maximum pleasure from my work.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]

Disagree [ ]

Strongly disagree [ ]

18) My organization tries to make the job more challenging which prevents us from getting
bored on the job.

Strongly agree [ ]
 Agree [ ]

Uncertain [ ]

Disagree [ ]

Strongly disagree [ ]

19) I think that appropriate work is given me according to my skill and potential.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]

Disagree [ ]

Strongly disagree [ ]

20) Believe that leadership also influences the level of motivation.

Strongly agree [ ]

Agree [ ]

Uncertain [ ]

Disagree [ ]

Strongly disagree [ ]