Professional Documents
Culture Documents
1
PROJECT REPORT
ON
SUBMITTED TO:
PUNJAB TECHNICAL UNIVERSITY
JALANDHAR
SESSION (2006-2008)
St. SOLDIER MANAGEMENT & TECHNICAL INSTITUTE
JALANDHAR
INDEX
CERTIFICATE ……………………………………..1.
PREFACE…………………………………………...2
ACKNOWLEDGEMENT ………………………….3
COMPANY HISTORY…………………………..4-11
INTRODUCTION TO TOPIC …………………12-60
OBJECTIVES……………………………….………61
RESEARCH METHODOLOGY………….…….62-65
DATA INTERPRETATION……………………66-86
FINDINGS AND SUGGESTIONS ………………..87
LIMITATIONS …………………………..………..88
CONCLUSION …………………………..……….90
BIBLIOGRAPHY ………………………….……..91
QUESTIONNAIRE ……………..……………..92-94
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CERTIFICATE
the company and their impact on the behaviour of employees” being submitted
carried out successfully under my guidance and supervision and that no part of this
acknowledged.
Dated:
Mr. Divakar Joshi
HOD of Management
Saint Soldier Management And Technical Institute
Jalandhar.
CERTIFICATE
the company and their impact on the behaviour of employees” being submitted
carried out successfully under my guidance and supervision and that no part of this
acknowledged.
Dated:
Mrs. Daljit Kaur
Lecturer of Management
Saint Soldier Management And Technical Institute
Jalandhar.
5
PREFACE
The final project –is an integral part of the course curriculum of Masters in
Business Administer. It is one those very courses that offer an opportunity to the
students to get a ‘feel’ of the jobs that they would be doing once they pass out from
their institute. Besides, the students gain a practical experiences and are exposed to
The first experience of this practical kind is provided by summer training, which
students are required to undergo in an organization but in the final project, the
mature eyes and can understand the dynamics in a much better manner.
employees of the company. The investigation revealed that there are social and
personal views regarding the company and its motivational techniques used by the
company.
7
ACKNOWLEDGEMENT
inspiration and co-opreation from various quarters. This report also bears the
At the outset I express my thanks to Mrs. Daljeet Kaur and to all those who
directly or indirectly helped me and have given me their insights and suggestions.
Tata Teleservices is part of the INR 64,350 Crore (US$14.3 billion) Tata Group,
that has over 90 companies, over 210,000 employees and more than 2.16 million
Telecom, the Group has a formidable presence across the telecom value chain. The
Tata Group plans an additional investment of around INR 9000/- Crore (US$ 2
Incorporated in 1996, Tata Teleservices was the first to launch CDMA mobile
Starting with the major acquisition of Hughes Tele.com (India) Limited [now
company has swung into expansion mode. Tata Teleservices operates in 20 circles
Tamil Nadu, Orissa, Bihar, Rajasthan, Punjab, Haryana, Himachal Pradesh, Uttar
Pradesh (E), Uttar Pradesh (W), Kerala, Kolkata, Madhya Pradesh and West
Bengal. The company has a customer base of over 3 million. The investment in the
company as of March 2004 totals INR 5995 Crore (US$ 1200 million).
sector, is today the market leader in the fixed wireless telephony market with a
Wireless Phones, Public Booth Telephony, and Wireline services. Other services
include value added services like voice portal, roaming, post-paid Internet services,
3-way conferencing, group calling, Wi-Fi Internet services and data services.
Tata Teleservices has recently, marked its entry into the Prepaid segment by
launching 100 % Sacchai True Paid, across all its existing 20 circles. With the
latest initiative, Tata Indicom has opened up new frontiers for the Indian prepaid
The company will be shortly launching a new service for Corporates called Push-
To-Talk™ (first across the world to partner with Qualcomm for BREWChat). This
service will be available for the masses across the country. Tata Indicom has also
The company has launched prepaid FWP and public phone booths, new handsets,
expand Wi-Fi across public hotspots, new voice & data services such as BREW
Tata Teleservices has a strong workforce of 5500. The company is in the process
of recruiting personnel for its new circles and will create more than 20,000 jobs by
March 2005, which will include 10,000 indirect jobs through outsourcing of its
manpower needs.
Today, the company serves more than 3 million customers in over 824 towns. With
an ambitious rollout plan both within existing circles and across new circles, Tata
April 2004 Tata Teleservices launches Tata Indicom Prepay Service on Smart
Wireless Service in New Delhi and Hyderabad, which offers up to 25% savings on
monthly usage. March 2004 QUALCOMM and Tata Teleservices Announce Plans
Solutions. February 2004 Tata Indicom Subscribers can now send International
Tata Indicom launches SMS based entertainment and infotainment services with
Tata Indicom launches roaming services across 5 circles. January 2004 Tata
Indicom crossed the half million-customer mark in the Fixed Wireless segment by
registering over 300% growth in its Fixed Wireless customer base since January
2003. With over half million Fixed Wireless retail customers and over 30,000
Fixed Wireless payphones, Tata Indicom continues to be the leader in the Fixed
Wireless segment.
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PARTNER WITH US
You can be part of the Tata Indicom family in more ways than one. The Tata name
has stood for trust and reliability for over a century. At the Tata Group our purpose
family in more ways than one. You could be a franchisee/ distributor for Tata
strategic business unit of Tata Teleservices and is the only branded player in the
payphone industry in the country. It provides its services under the brand name of
will enable the increased output of employee but a negative motivation will reduce
According to Likert, it is core of the management which shows that every human
being give him a sense of worth in face to face groups which are most important to
him. A supervisor should strive to treat individuals with dignity and a recognition
Motivation has been variously defined by the scholars. Some definitions are
discussed as follows:
Berelson and Steiner: "A motive is an inner state that energizes, activates,
Lillis: "It is the stimulation of any emotion or desire operating upon one's will and
an organism to pursue some designated goal and implies the determination of the
Dubin: "Motivation is the complex of forces starting and keeping a person at work
in an organisation.”
Vance: "Motivation implies any emotion or desire which so conditions one's will
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NATURE OF MOTIVATION
person feels the lack of certain needs, to satisfy which he feels working more. The
need satisfying ego motivates a person to do better than he normally does. From
work.
3. There are unsatisfied needs of the person which disturb his equilibrium.
5. There are dormant energies in a person which are activated by canalizing them
into actions.
TYPES OF MOTIVATION
When a manager wants to get more work from his subordinates then he will have
to motivate them for improving their performance. They will either be offered
incentive for more work, or may be in the space of rewards, better reports,
recognition etc., or he may instill fear in them or use force for getting desired
reward. The workers are offered incentives for achieving the desired goals. The
etc. The employees are offered the incentives and try to improve their
Fear causes employees to act in a certain way. In case, they do not act accordingly
then they may be punished with demotions or lay-offs. The fear acts as a push
mechanism. The employees do not willingly co-operate, rather they want to avoid
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avoided but this type of motivation causes anger and frustration. This type of
achieve desired results. There may be hardly any management which has not used
suitably employed in one concern, others may be useful in another concern and so
on. Motivational techniques may be classified into two categories i.e., financial and
A. Financial Motivators
Financial motivators may be in the form of more wages and salaries, bonuses,
or any of the other things that may be given to employees for performance. The
important motivators. Behavioural scientists, on the other hand, tend to place them
Money is the most important to people' who are young and are raising their
families then to those who have aligned at a stage when money needs are less.
Money needs go on' changing from time to time. He may like to have a
comfortable house later on. For some persons money remains to be a motivator and
for others it may never be. According to Gellerman money is actually used to
retain people in the organisation and not primarily to motivate them. To attract
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Generally, persons engaged in some type of work are offered equal wages. It is
seen as a practice that persons on comparable levels get the same or usually the
motivator. Besides all this money can motivate people if their wages are related to
their performance.
When he knows that his performance is known to his boss then he will try to
improve it more and more. The recognition may be in the form of a word of praise.
confidential report etc. There may also be awards, certificates plaque etc. The
recognition may be for better output, saving the time, improving quality of
not recognised and everybody treated on the same footing then good persons will
making process. It satisfies ego and self-esteem of persons. They feel important
when asked to made suggestions in their field of activity. There is no doubt that
most of the people know the problems they will face and their possible solutions.
acts as motivator.
Participation should not mean that managers should abdicate their positions. They
Managers should listen various view-points and then take decisions themselves.
management may create some status symbols in the organisation. This can be done
by way of giving various facilities to the persons. These may be superior furniture,
carpets on the flood, attachment of peons, personal assistant etc. To get these
person achieves certain facilities then he tries to get better status by working more.
Various persons are given certain objectives and everybody tries to achieve them
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head of others. There may be praises, appreciation letters, and financial incentives
to those who reach the goals first. The competitions encourage persons to improve
their performance.
motivator by various researches. The job is made more important and challenging
for the workers, may be given wide latitude in deciding about their work methods.
The employees will also perform the management functions of planning and
employee is given the dealings and quality standards he must meet. Within a
framework he is given a free-hand to decide and perform the work. It brings more
the need of something he will behave in such a way that he tries to satisfy himself
A human need creates tension in the mind of the individual and this need
transforms itself into want depending, upon the environment. Again, there will be
individual which will release the tension. That particular behaviour may be caused
by the incentives, which exist to satisfy tie need. Satisfaction of one need will lead
to the feeling of another different need or the same need at a interval of time. Thus,
However, if the need is not satisfied because of some reasons, the person may feel
non-fulfillment of needs. At this stage, the person will try to modify his behaviour
situation only. There will be numerous such factors, some of which will be beyond
his control. Thus, the situation can be that he is not in a position to remove his
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Frustration is not an ideal situation for an individual, so he will try to change this
from each other, this type of behaviour will not be uniform but some common
formation.
MANAGEMENT BY OBJECTIVES
theory. The Goal Setting theory proposed by Edwin Locke studies the processes
by which people set goals for themselves and then put in efforts to achieve them.
Evidence proves that 90% of the time performance improves with goal setting.
Comparatively high achievers set comparatively more difficult goals and they are
organisation jointly identify its common goals, define each individual's major areas
guides for operating the unit and assessing the contribution of each of its members.
by objectives.
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ELEMENTS IN THE MBO PROCESS
There are some elements which are common to all the MBO processes. The basic
1. Central Goal Setting: - The first step in the process of MBO is to define and
verify organizational objectives. These objectives are generally set by the central
management and usually in consultation with the other managers. Before setting
the objectives a detailed assessment will be made of the resources available. Proper
market surveys and research will be conducted and business forecasts will be
made. This detailed analysis will highlight the desirable long run as well as short
run objectives. At attempt should be made to make the objectives specific and
realistic. Once the goals are established these should be made known to all the
objectives, the next step is to set the departmental objectives. The top management
should discuss the objectives with the departmental heads so that objectives can be
mutually agreed upon. Each department sets its long range and short range
After setting the departmental goals, the subordinates work with their
respective managers to set their own goals relative to the organisational goals.
motivated in achieving the objectives set by them. The goals of the subordinates
will be specific and short range and indicate what the subordinates unit is capable
the unit should also be consulted by the subordinate. In this way each member of
will call for a revision of the job descriptions of various positions which in turn,
will call for the revision of the whole organisational structure. The organisational
charts and manuals will be amended to depict the changes brought in by the MBO.
The job description of various jobs will now define their' objectives,
responsibilities and authority. The relationship of one job with other jobs in the
mean anything in itself unless resources and means to achieve there objectives are
also provided. Thus, the subordinates must be provided necessary tools and
materials by the managements, so that they can achieve their goals effectively and
efficiently. The resource allocation should also be made in consultation with the
given complete freedom in deciding how to utilise the resources and how to
organisational policies.
manager and his subordinate to discuss the progress towards the accomplishment
of the targets of the subordinates. For this the manager must establish check points
must understand them fully. This practice should be followed by each manager
with his subordinate and it should lead to key result analysis as targets or goals are
(iii) The long term and short term priorities of tastes he must adhere to.
(iv) The scope' and extent of assistance he expects from his superior and related
(v) The nature of information and reports he will receive to carry out self
evaluation.
ADVANTAGES OF MBO
consultation with the subordinates, these are more difficult to achieve and more
challenging than if the superiors had imposed them. In addition, since these
goals are fixed according to the particular abilities of the subordinates, it obtains
human resources.
organisation, because specific and clear goals are set for the organisation, for
the division for the departments and for the individual members. Both the
managers and the subordinates know what they have to do and what is expected
of them.
between the management and the subordinates. This continuous two way
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communication helps in clarifying any ambiguities, refining and modifying any
between the actual performance and the goals, these can be regularly and
analysing training needs and opportunities for growth for the employees. The
evaluation lets the subordinates know how well they are doing. In MBO, strong
stimulates the employee’s motivation. First of all, they feel motivated because
implementation of the goals which they themselves have set. Secondly the
appraisal system, being very objective and specific can be highly morale
boosting.
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LIMITATIONS OF MBO
A system of MBO has certain weaknesses and limitations. Some of these are
inherent in the system while some arise when introducing and implementing it.
Some of the problems and limitations associated with MBO are as explained
below:
authority is vested in the top management and it flow from top to bottom. In
resented by the top management. This system cannot succeed without the full
towards the system of MBO. Sometimes, while setting the goals, they may be
under pressure to get along with the management and the objectives which are set
may be unrealistically high or far too rigid. The subordinates, generally, feel
suspicious of the management and believe that MBO is another play of the
management to make them work harder and become more dedicated and involved.
successful only if the goals can be set in quantifiable terms. But if the areas are
difficult to quantify and difficult to evaluate, it will not be possible to judge the
performance of the employees. Moreover, MBO does not have any subjectivity in
performance appraisal. It rewards only productivity without giving any
4. Costly and Time Consuming Process: - MBO is quite costly and a time
consuming process. There is a lot of paper work involved. Moreover, there are a lot
of meetings and too many reports to be prepared, which add to the responsibilities
and burden of the managers. Because of these reasons managers generally resist
the MBO.
5. Emphasis on short Term Goals: - Under MBO, goals are set only for a short
period, say for six months or one year. This is because of the reason that goals
year, they tend to concentrate on their immediate objectives without caring for the
long range objectives of the enterprise. This emphasis on short term goals goes
against the organisational efficiency and effectiveness and is not a healthy sign.
required in the MBO. Many managers tend to sit down with the subordinate,
dictate the goals and targets with no input permitted from the subordinates and then
demand that the goals be achieved in a specified time. Whether the goals are
realistic or not does not enter the picture. In this type of environment, two way
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communications is not there and objectives are imposed on the subordinates. This
7. Poor Integration: - Generally, the integration of the MBO with the other
systems such as forecasting and budgeting is very poor. This lack of integration
8. Lack of Follow Up: - Under the system of MBO, the superior must get in touch
with the subordinate at the appropriate time and at that time, the
Subordinate will inform the boss exactly what has been accomplished and how. If
the superior delays the meeting, it will create hurdles in the successful
implementation of MBO as the subordinate will also start taking the programme
casually.
SUGGESTIONS FOR
EFFECTIVE IMPLEMENTATION OF MBO
motivating technique used by the managers in practice. In order to achieve all the
should have the support and commitment of the top management without this
support, MBO can never be a success. The superiors must be willing to relinquish
and share the authority with the subordinates. They should consider the
realistic and achievable. They should be clearly understood by all concerned. The
3. Participative Goal Setting: - The objectives and goals should be set with the
communication between the superior and the subordinates for setting the goals, and
communicated and clearly understood and accepted by all. MBO works best when
37
philosophy of management and the entire organisation. It should not be simply
replace all the old systems rather than just being added to them.
who have been given challenging assignments through discussion with the superior
must be given adequate authority to accomplish their goals otherwise they will not
be willing to accept new assignments and they will resist the setting of clearly
defined goals.
JOB SATISFACTION
work harder. It had often been said that "A HAPPY EMPLOYEE IS A
who is satisfied with his job. Job satisfaction is very important because most of the
people spend a major portion of their life at their working place. Moreover, job
satisfaction has its impact on the general life of the employees also, because a
worker has better physical and mental well being. Though it is a debate able point
as to which one is the cause and which is the effect, but these are correlated to each
other.
In simple words, job satisfaction can be defined as the extent of positive feelings or
attitudes that individuals have towards their jobs. When a person says that he has
high job satisfaction, it means that he really likes his job, feels good about it and
According to Field man and Arnold, "Job satisfaction will be defined as the
amount of overall positive affect or (feelings) that individuals have towards their
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jobs."
contentment associated with a job. If you like your job intensely, you will
experience high job satisfaction. If you dislike your job intensely, you will
We can say that job satisfaction is a result of employee's perception of how well
their job provides those things which are viewed as important. In the field of
There are a number of factors that influence job satisfaction. A number of research
studies have been conducted in order to establish some of the causes that result in
A. ORGANIZATIONAL FACTORS
1. Salaries and Wages: - Wages and salaries playa significant role in influencing
Firstly, money is an important instrument in fulfilling one's needs. Money III also
employees often see money as a reflection of the management's concern for them.
Non monetary benefits are also important, but they are not as influential. One
reason for that that is that most of the employees do not even know how much they
are receiving in benefits. Moreover, a few tend to under value there benefits
because they do not realise their monetary value. The employees, generally, want a
pay system which is simple, fair and in line with their expectations.
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2. Promotion Chances: - Promotional chances considerably affect the job
is highly morale boosting. This is particularly true in case of high level jobs.
Secondly, Employee takes promotion as the ultimate achievement in his career and
Thirdly, Promotion involves posit' e changes e.g. higher salary, less supervision,
These policies can generate positive or negative feelings towards the organisation.
Liberal and fair policies usually result in more job satisfactions. Strict policies will
create dissatisfaction among the employees because they feel that they are not
There are two dimensions of supervisory 'styles which affect the job satisfaction:
supportive of the workers there is job satisfaction. In this style, the supervisor takes
in decisions that affect their own jobs, help in creating an environment which is
2. Work Group: - The nature of the work group or team will have effect on job
advice and assistance to the individual group members. If on the other hand, the
people are difficult to get along with, the work group will have a negative impact
on job satisfaction.
(ii) The work group will be even a stronger source of satisfaction when members
have similar attitudes and values. In such a group, there. Will less friction on day
to day basis.
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(iii) Smaller groups provide greater opportunity for building mutual Trust and
understanding as compared to larger groups. Thus, the group size and quality of
satisfaction.
employees, as they lead to more physical comfort. People desire that there should
lighting and noise, hours of work, cleanliness of the work place and adequate
tools and equipment are the features which affect job satisfaction. While the
desirable working conditions are taken for granted and may not contribute heavily
danger.
C. WORK ITSELF
The content of the work itself plays a major role in determining the job
satisfaction. Some of the aspects of the work which affect job satisfaction are:
(i) Job Scope:-It provides the amount of responsibility, work pace and feed back.
The higher the level of these factors, higher the job scope and higher the level of
satisfaction.
(ii) Variety. A moderate amount of variety is very effective. Excessive variety
produces confusion and stress and a too little variety causes monotony and fatigue
(iii) Lack of Autonomy and Freedom: - Lack of autonomy and freedom over
work methods and work pace can create helplessness and dissatisfaction.
Employees do not like it when their every step and every action is determined by
their supervisor.
(iv) Role Ambiguity and Role Conflict: - Role ambiguity and role conflict also
lead to confusion and job dissatisfaction because employees do not know exactly
(v) Interesting Work:- A work which is very interesting the challenging and
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PERSONAL FACTORS
Personal attributes of the individuals also playa very important role as to whether
they are satisfied at the job or not. Pessimists and people with negative attitudes
will complain about everything including the job. They will always find something
wrong in every job to complain about. Some of the important personal factors are:
1. Age and Seniority: - With age, people become more mature and realistic and
less idealistic so that they are willing to accept available resources and rewards and
be satisfied about the situation. With the passage of time, people move into more
challenging and responsible positions. People who do not move up at all with time
2. Tenure: - Employees with longer tenure are expected to be highly satisfied with
their jobs. Tenure assures job security, which is highly satisfactory to employees.
They can easily plan for their future without any fear of losing their jobs.
3. Personality: - Some of the personality traits which are directly related to job
satisfaction are self assurance, self esteem, maturity, and decisiveness, sense of
hierarchy, the higher is the job satisfaction. This type of satisfaction comes from
Job dissatisfaction produces low morale among workers and low morale at work is
absenteeism, union activities and safety. Research has concluded that there is a
relationship between job satisfaction and performance of the employees. Thus, job
attendances, reduced accidents, less job stress and less unionisation. Job
dissatisfaction produces low morale among workers and low morale at work is
break down the analysis into a series of specific subtopics. The following subtopics
satisfaction and productivity? This controversy has been there over a number of
years. Although, majority of people believe that there is a positive relationship, but
research evidence concludes that there is not strong relationship between these
and PORTER found that there is more evidence to suggest that job performance
leads to job satisfaction and not the other way round the following figure
47
developed by these two explains this point.
However, the saying that "A happy worker is a productive worker" is not
always wrong. If people receive rewards which have both intrinsic and extrinsic
value and they feel that these rewards are equitable, they will be satisfied and this
Moreover, research also indicates that job satisfaction may not necessarily lead
concern for the management as it disrupts the normal operations and continuous
undesirable. Managerial concern is mostly for the turnover which arises because
of job dissatisfaction. The employees, thus, tries to keep the employees satisfied
on their jobs to minimise the turnover. Though, high job satisfaction in itself
cannot keep the turnover low, but considerable job dissatisfaction will definitely
employees, however dissatisfied they are with their jobs, cannot imagine
themselves working anywhere else. Another important factor is the better
opportunities of employment. Even if the people are highly satisfied with their
jobs, they are willing to leave if there are better opportunities available anywhere
else. If no other opportunities are available, the employees will stay where they
On the overall basis, we can say that there is an important role played
3. Job Satisfaction and Absenteeism: - It has been conclusively proved that their
is high. Less satisfied employees are more likely to be absent from work due, to
satisfaction.
Absenteeism can be modified by certain factors. Research has found that people
who believe that their work is important have lower absenteeism as compared to
those who do not feel that way. Moreover, it is important to remember that while
high job satisfaction will not necessarily result in low absenteeism (because of
unavoidable absenteeism), but low job satisfaction will definitely bring about high
absenteeism.
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4. Job Satisfaction and Union Activities:- It has been proved that satisfied
employees are generally not interested in unions and they do not perceive them as
necessary. Job satisfaction has proved to be the major cause of unionisation. The
employees join the unions because they feel that individually they are unable to
influence changes which would eliminate the causes of job dissatisfaction. The
level of union activities is related to the level of job dissatisfaction. Low level of
5. Job Satisfaction and Safety: - When people are dissatisfied with their jobs,
underlying reason for this is that dissatisfaction takes one's attention away from
the task at hand and leads directly to accidents. A satisfied worker will always be
careful and attentive towards his job, and the chances of accidents will be less.
Here, we are discussing about the avoidable accidents and not the unavoidable
ones.
effects brought about by high job satisfaction. Highly satisfied employees tend to
have better physical and mental health, learn the new job related tasks easily, have
less job stress and unrest. Such employees will become more cooperative such as
helping coworkers, helping customers etc. Such behaviour will improve unit
perception that the job content and context actually provide what an employee
51
JOB ENRICHMENT
Fredrick Herzberg gave greater emphasis on job enrichment in his two factor
theory. He assumed that in order to motivate personnel, the job must be designed
and growth. This technique entails enriching the job so that these factors are
included.
rewarding. A job is enriched when the nature of the job is made more exciting,
challenging and creative or gives the job holder more decision making, planning of
which emphasises the need for challenging and interesting and interesting work. It
suggests that jobs be redesigned so that intrinsic satisfaction is derived from doing
the job. In its best applications, it leads to a vertically enhanced job by adding
functions from other organisational levels, making it contain more variety and
improvement of job in such a way that it has more motivators than before and at
1. Direct Feed Back: - There should be a direct feed back of the employees
results they are achieving. The job evaluation can be inbuilt in the job or provided
by a supervisor.
he has an enriched job. The client can be outside the organisation or inside.
3. New Learning: - An enriched job allows the employee to learn more. He should
employee should have. control over his own resources and expenses.
will be allowed to communicate directly with people who use his output.
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8. Personal Accountability: - An enriched job holds the incumbent responsible
for the results. He receives praise for good work and blame for poor work. From
the above features of job enrichment we conclude that the management should take
(i) Give sufficient freedom to the employees in deciding about work methods,
(v) Make the personnel understand how tasks contribute to a finished product of
the enterprise.
extrinsic and intrinsic rewards to the employees depending upon their motivational
patterns.
People should perceive that management is sincere and caring about them.
ADVANTAGES OF JOB ENRICHMENT
(i) In the routine jobs, the employees find their jobs very boring and monotonous.
employees can be removed by making the job interesting with the job enrichment.
(ii) Job enrichment helps in reducing the rates of employee turnover and
absenteeism.
(iv) Task enforcement is made easy with the help of job enrichment and the skills
(v) The enriched jobs give more job satisfaction to the employees.
workers.
(vii) Employees tend to be more creative when they work in an enriching context
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LIMITATIONS OF JOB ENRICHMENT
As job enrichment is based on the two factor theory given by Herzberg, the same
criticism of the two factor theory applies to it also. Some problems arise when job
enrichment is actually applied in practice. Moreover, it does not offer the results as
1. The first basic problem is that majority of workers do not want the type of
changes which are introduced by job enrichment. They do not really want
2. Job enrichment is basically limited to the unskilled and semiskilled jobs. Jobs of
3. Technology may not permit the enrichment of all the jobs. With specialised
machinery, tasks and processes, it may not be possible to make the jobs very
meaningful.
4. Job enrichment is a highly costly affair. In most of the cases, the cost involved is
5. Sometimes, the employees may prefer to have job enrichment but may not have
6. In the short run, job enrichment may have negative effects. After an increase in
job responsibility, it is not unusual for organisations to experience a drop in
productivity, as workers become accustomed to the new systems. In the long run,
7. People being bored in their jobs. it is likely, therefore, that after a period of time
they will become bored in their enriched jobs also. Thus, enrichment may become
8. There is, generally, a tendency on the part of the management to impose job
enrichment on workers rather than applying it with their consent; it will have a
9. The top managers and personnel, generally apply, their own scale of values of
management must use it selectively and give proper recognition to the complex
human and situational variables. Robert N. Ford, and many others have gone on to
generalise that job enrichment is the solution to all behavioural problems facing
modem management. Though, this type of generalisation does not seem entirely
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JOB ENLARGEMENI'
enlargement.
"Job enlargement refers to adding a few more task elements horizontally." "Job
enrichment."
responsibilities. It involves expansion of the scope and width of the job by means
For example if a clerk in an office who is doing the typing work is asked to type 20
Another way of job enlargement is that the clerk who is doing the typing work may
also be assigned the tasks of drafting letters, sorting of incoming mail and filing the
letters. This will reduce his monotony and make him satisfied with the job. This
Argyris feels that "job enlargement avoids monotony which is the result of high
there. Increasing the number of tasks can reduce the level of boredom of the
employees.
2. Enlarged and Meaningful Work Modules: - Sometimes, the jobs are enlarged
so that one worker completes a whole unit of work or a major portion of it. This
will increase the satisfaction of the worker as he can see his contribution to the
entire project.
physical and mental skills abilities of the workers. Enlarged jobs, with optimal
levels of complexity can create tasks, which are challenging but attainable.
workers will enjoy his work more, if he can vary the rhythm and work at his own
59
performance feedback. It will be even more motivating if it is tied to evaluations
According to Herzber merely giving a worker different kind of jobs is not enough
because the basic nature of the job remains the same. As such it does not work as a
responsibility.
enlargement:
(i) Job enlargement tends to be a costly affair. Workers may require additional
training for their enlarged jobs. Moreover, if job enlargement involves breaking up
of existing production line of work system and redesigning a new system and
(ii) Productivity may fall in the short run, due to the introduction of the new
system.
(iii) Employee-unions often argue for increased pay because of the increased work
load.
(iv) Some jobs may still be routine and boring even after enlargement.
JOB ROTATION
Job rotation will be used in a situation where an organisation has a series of routine
jobs that cannot be combined or enriched. In such a case, the employees may be
shifted from one job to another in order to provide some variety so as to minimise
job at a time but he is rotated at different jobs after certain period of time. When an
the same level, with the same skill requirements. It has the same effect as the job
enlargement.
(i) Job rotation reduces the boredom and monotony through diversifying
(ii) Employees with a wider range of skills give management more flexibility in
technique.
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DRAWBACKS OF JOB ROTATION
(i) Work is disrupted as rotated employees take time to adjust to a new set up.
(iii) It can demotivate intelligent and ambitious trail1ees who seek specific
(iv) Few people have the technical knowledge and skills to mvoe from one job to
another.
(v) There is no appreciable change in employee satisfaction, unless the jobs are
63
RESEARCH METHOLOGY
Research always starts with a question
or a problem. It is a common parlance refers to a search for knowledge. One can
also define research as a scientific and systematic search for pertinent information
on a specific topic.
The purpose of the research is to discover answers to
questions through the application of scientific procedures. The main aim of the
research is to find out the truth which is hidden and which has not been discovered
as yet.
Research is an academic activity as such the term should be
used in a technical sense. Research refers to:-
Defining and redefining the problems.
Formulating hypothesis or suggesting the solutions.
Collecting, organizing and evaluating data.
Making deductions and reaching conclusions.
At last carefully testing the conclusion to determine whether they fit the
formulating hypothesis.
Research Design
A research design is the plan structure and strategy of investigation
conceived, so to obtain answer to research question and to control variance.
It is the blueprint for the collection, measurement and analysis the data. The
function of the research design is to ensure that the required data is collected
accurately and economically.
It is purely and simply the framework or plan for a study that guide the
collection and analysis of data. There are three basic types of research design i.e.
Exploratory
Descriptive
Casual
But I have used Exploratory Research Design in my report.
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Exploratory Research
All marketing research project must starts with exploratory design. This is a
preliminary phase and is absolutely essential in order to obtain a proper definition
of problem at hand. The major emphasis is on the discovery of ideas and insights.
Exploratory study is used to increase the analyst familiarity with the
problem under investigation. Exploratory study is characterized by flexibility and
informality. The exploratory is particularly in breaking broad and vague problem
into smaller. We can say that exploratory studies help in formulating hypothesis for
this further research.
Personal Interview
Personal interview requires a person known as interviewer asking
questions generally in a face to face contact to other person. In direct personal
investigation to the interview has to collect the information personally from the
sources concerned he has to be on the sport and has meet people from whom data
have to be collected.
Telephonic Interview
This method of collecting information consists in contacting respondents
on telephone itself. It is not widely used method, but plays an important part in
industrial survey, particularly in developed regions. In this study I have used Direct
Personal Interview Method for data collection.
Secondary Data
Secondary data are those data which have already been collected by
someone else and which have already been passed through the statistical process.
We get secondary data from published sources, Journals, schedules etc.
In this study the source of data is primary data, which is collected from firms
and books and web site.
Sample Design
A research design is the arrangement of condition for collection and
analysis of data in a manner that aims to combine relevance to the research purpose
with the economy in procedure. I have used “Simple Random Sampling
Technique”.
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1. How long you are working on this job ?
10%
Interpretation : - In the above analysis 60 % of the people are working from one
year whereas 30 % of employees are working less than 10 year and rest of the 10
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2. Does motivational techniques are used in your organisation ?
Yes 95%
No 5%
5%
Yes
No
95%
Interpretation: in the above analysis 95% of the people say yes and said different
Introvert 30%
Extrovert 70%
30%
Introvert
Extrovert
70%
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4. To what extent you are satisfied with your job ?
Highly Satisfied 5%
Satisfied 75%
Dissatisfied 15%
Highly Dissatisfied 5%
5% 5%
15%
Highly Satisfied
Satisfied
Dissatisfied
Highly Dissatisfied
75%
job only 5 % highly satisfied , 15 % are dissatisfied and only 5 % are highly
dissatisfied that shows that company has good employee retention policies.
40%
Yes
No
60%
Interpretation: in the above analysis 60 % of the people say yes, they find their
73
6. How involved are you in your job ?
High 80%
Medium 15%
Low 5%
5%
15%
High
Medium
Low
80%
are highly involved in their jobs whereas 15 % are of view that they are to an
average working their jobs and 5 % admits that their involvement are low.
7. What results you use to produce ?
Extraordinary 80%
As per objectives 15%
Average 5%
5%
15%
Extraordinary
As per objectives
Average
80%
75
Very Much 70%
Not Adaptable 0%
Average 30%
30%
Very Much
Not Adaptable
0% Ave rage
70%
Interpretation: 70 % of the employees says that they are adaptable to changes and
always welcome them whereas 30 % declares that changes are imposed upon them.
Money 40%
Precognition 40%
Job Security 10%
Self Respect 10%
10%
10%
40% Money
Precognition
Job Security
Self Respect
40%
rank money, and recognition. No. 1 respectively and jobs security and self respect
10 % respectively
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Q10. What are the motivational factors for you (Rank them in ascending
order)?
Money 33%
Promotion 27%
Recognition 7%
Extra Workload 13%
Increased span of control 20%
13% Money
27%
Recognition
Extra Workload
7%
33%
Increase d span of
control
Interpretation:
33% of the people saying money is the motivation factor, 27% say promotion, 7%
say recognition, 13% say extra workload and 20% are interested increased span of
control.
Q11. Are you satisfied with the family environment ?
Yes 80%
No 20%
20%
Yes
No
80%
environment and only 20 % are not satisfied due to their high satisfaction they are
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Q12. How do you find your organisatonal culture ?
Epitole 5%
Good 90%
Average 5%
5% 5%
Epitole
Good
Average
90%
good 5 % feels it as epitome and only 5 % takes it as average that shows no one is
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Q14. How much have you gained from your training ?
10% 20%
Gained a lot
Average
Wastage of time
70%
Autocratic 5%
Participative 90%
Parental Style 5%
5% 5%
Autocratic
Participative
Parental Style
90%
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Q16. According to you how others see you ?
Co-operative 60%
Successful 10%
Reliable 10%
Honest 10%
11%
11%
Co-operative
Successful
Reliable
11% Honest
67%
successful people, 10 % are reliable and 10 % are honest in their job work.
Q17. If given good opportunity will you switch over to another job ?
Yes 95%
No 5%
5%
Yes
No
95%
can switch to another job if they got an good opportunity and 5 % of the
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Q18. How invited you are towards opportunities ?
High 70%
Medium 20%
Low 10%
10%
20%
High
Medium
70% Low
Interpretation: 70% of the people are more responsible towards their jobs, 20
% are medium and 10 % are lowest
Q19. Do you want an enriched job ?
Yes 100%
No 0%
0%
Yes
No
100%
Interpretation: In this analysis 100 % of the people want an enriched job and
87
Q20. How committed one you to your organisation ?
High 65%
Medium 15%
Low 20%
20%
High
Medium
15%
65% Low
needs.
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LIMITATIONS OF THE STUDY
Every person tries to do the work in the best possible way, but yet he/she faces
certain difficulties. During the research, I find out the following limitation or
barriers:
Lack of time:-
The time prescribed for training was not enough to have an overview of the firm.
Language barrier:-
One of the problems while doing the training was that there was a language
barrier between me and the workers. They were unable to respond to the
In such a short span of time, it was very difficult for me to win confidence of the
workers and get their exact views regarding the management plans and policies.
During the training, some of the employees were not very co-operative. They did
Now a days each and every running organization use the techniques
of motivation, as these technique effect the working of the employees.
My project will contribute a little in this field because after the
analysis I have made the results and responses shows that the most of
the companies uses these techniques that is why more then 75% of the
employees are satisfied with their jobs and are contributing their bests
towards the organization. So at the end I must say that each and every
organization must use the technique of motivation to motivate their
employers
BIBLIOGRAPHY
ORGANISATONAL BEHAVIOUR-
ROBISSONS
PERSONNEL MANAGEMENT –
WANKAT RATTAN
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QUESTIONNAIRE
1. How long you are working on this job ?
Less than one year
Less than ten year
Less than five year
Q10. What are the motivational factors for you (Rank them in ascending
order)?
Money
Promotion
Recognition
Extra Workload
Increased span of control
95
Yes
No
High
Medium
Low
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