INTRODUCTION

In accomplishmg the goals of any organIzatIon the manager is not working

alone. He is working as a member of a team, the other member of hIs team
be,ng his staff As manager of thIS team he is rasponslble for hIs effiCIency
and effectIveness, Such management of
/'

staff invokes creating condItion and motivation for staff to work effectively.

This prOject focuses on employee motlvatton and the measurement for

performance output To comprehend theIr themes It IS ecessary to study the
underline behaYloral concepts as well as the physical processes and method
used 'In motivating and appraISIng employees
!

The prOject also covers vanous behaVIoral dimension of an IndiVIdual

partiCUlarly how they affect the behavior In relatIon to job If present various
theories linking the behavioral patterns of an indIvidual and hiS role In
performing job. Ways has been suggested as to how an employee made
more interested in his job by ways of job enrrchment It also deals WIth
improvement of effective communication
Several methods bave been described to review the perfor ce and
how to use such appraIsal for the productIVIty of the organiza :on

WHAT EMPLOYEE WANTS?

Just as the definItion of basic human needs is a hIghly complex task, It
naturally follows that there are no easy assumptions concerning what
employees really want from the organizat~, In vanous surveys. the
follOWIng are some of the more typically specIfied wants
2'

a) Pay: This want helps In satlsfying physiological, security, and egoistic

needs The design of a monetary compensation system IS exceedingly
complex since it serves to satisfy multiple needs and cannot alone
motivate the whole person,
""
b) Security of job: Because of threats from technological change, thiS want
IS high on the list or priorities for many employees and labor unions The
underlying need of general security is also high on the list of pnorities in
the suggested need hierarchy of Maslow
c) Congenial associates: This want Issues from the SOCial need of
gregariousness and acceptance. Management can aid the process by
carefully planned and executed Inductlon programs, prOVISion of means
 to socialize through rest periods and workstation layouts and human-
related work procedures,
d I Credit for work done: This want issues from the egoistic classification of
needs and can be supplied by management through verbal praise of
excellent work, monetary rewards for suggestions, and public recognition
through awards, releases In employee newspapers, and the like.
•
e) A meaningful job: ThiS want Issues from both the need for recognition and
the drive toward self-realization and achievement ThiS IS a very difficUlt
want to supply, particularly In large organizations having a minute diviSion
of work and mechamcally paced assembly lines, But some research Into
the pOSSibilities of job enrichment has Indicated that the poSSibility of
integrating the need of employees for Significant work and the need of the
orgamzation for productive, coordinated activity.

•
f) Opportunity to advance: Not all employees want to advance Some feel the
social needs more strongly then the egoistic ones However most
employees like to know that the opportunity is there, should they desire to
use it. ThIs feeling is Influenced by a cultural tradition of freedom and
opportunity

:I

a) Pay: This want helps In satisfying physiological. secunty. and egoistic

needs The design of a monetary compensation system IS exceedingly
complex Since it serves to satisfy multiple needs and cannot alone
motivate the whole person.
or
b) Security of job: Because of threats from technological change, this want IS
high on the list or priontles for many employees and labor unions The
underlymg need of general security is also high on the Itst of pnorities in
the suggested need hierarchy of Maslow
c) CongeOial associates: This want issues from the social need of
greganousness and acceptance. Management can aid the process by
carefully planned and executed induction programs, prOVISion of means
to socialize through rest periods and workstatlOf1 layouts and human-
related work procedures
d) Credit for work done: This want issues from the egOistic classification of
needs and can be supplied by management through verbal praise of
excellent work, monetary rewards for suggestions and public recognition
through awards, releases in employee newspapers, and the like
••
 e) A meaningful job: ThiS want Issues from both the need for recognition and
the dnve toward self-realization and achievement ThiS IS a very diffici.J1t
want 10 supply, particularly In large organizations having a minute division
of work and mechaOlcally paced assembly hnes But some research into
the possibilities of Job enrichment has indicated that the POSSibility of
integrating the need of employees for significant work and the need of the
organization for productive. coordinated activity.
f) Opportunity to advance: Not all employees want 10 advance.
Some feel the social needs more strongly then the egOiStiC ones
However most employees like to know that the opportunity IS there should
they desire to use it ThiS feeling is Influenced by a cultural traditIon of
freedom and opportunity

vii) Comfortable, safe, and attractive working conditions: The want for good
working conditions also rests upon multiple 'leeds Safe working conditions
Issue from the security need. The specific attributes such as desks and rugs,
constitute symbols of status denoting a hierarchy of Importance Many
managements t)ave discovered that the allocation of such status symbols can
be qUite as difficult as the allocation of money
viii) Competent and fair leadership: The want of good leadership ran Issue
from physiological and security needs Good leadership helps to assure that
the organization and Its jobs Will continue to eXist In addition, the ego
demands that one respect persons from whom orders and directions are to be
received It I~ very frustrating to be subjected personally to a command frOM
an individual who IS deemed unworthy and Incompetent.
IX) Reasonable orders and directions: The order is the offiCial WI'lmUnlcatlon of
orgamzatlon requirements In general, It should be related to the requirements
of the Situation, capable of being executed. complete but not unnecessanly
detailed, clear and concise and given In a manner that stimulates ucceptance
Unreasonable orders incapable of accomplishment serve only to Increase
Insecunty and frustration Unreasonable orders that work contrary to the best
mterests of the organlzalton may lead to a form of malicious obedience, The
employee takes great delight in following them to the letter In hopes of
harmmg the supenor who merits little respect
,l A socially relevant organization: The trend towards greater social expectal10ns
of private organizations has Impact upon such an organization's employee's
expectations ThiS want Issues from human needs of self-esteem, and leaves
a hIghly challenging responSibility upon the organtzation's management
••
_-1
INTRODUCTION
In accomplishing the goals of any organIzation the manager IS not working
 alone He is working as a member of a team the other member of his team
being hIs staff, As manager of this team he IS responsIble for his effiCiency
and effectiveness Such management of staff Invokes creating condItion and
motivatIon for staff to work effectively
ThIS project focuses on employee motIvatIon and the measurement for
performance output. To comprehend theIr themes It IS necessary to study the
underline behaVioral concepts as well as the phYSIcal processes and
method used in motivating and appraIsing employees
The project also covers various behaVIoral dimenSion of an indIvIdual
particularly how they affect the behavior In relation to Job If present vanous
theones linkIng the behavioral patterns of an mdlvldual and hIs role In
performing job Ways has been suggested as to how an employee made more
Interested In his job by ways of job ennChment It also deals With
Improvement of effective communicatIon
Several methods have been described to review the performance and how to
use such appraisal for the productIvity of the organtzatlon
WHAT EMPLOYEE WANTS?
Just as the definition of basic human needs IS a highly complex task, It
naturally follows that there are no easy assumptIons concernmg what
employees really want from the or9anlzatio~ In vanous surveys, the
follOWing are some of the more typically specified wants

i) Pay: Tr',> wat1t helps In satisfying physiological, secunty. and egOIstic needs
The design of a monetary compensation system s exceedmgly complex since
It serves to satisfy multiple needs and cannot alon~ motivate the whole
person
ii) Security of job: Because of threats from technological change. this want IS
high on the list or pnoritles for many employees and labor unions The
underlYing need of general security is also high on the list of prlontles In the
suggested need hierarchy of Maslow
III) Congenial associates: This want issues from the social need of
greganousness and acceptance Management can aid the process by
carefully planned and executed induction programs. prOVISion of means to
socialize through rest penods and workstation layouts and human-related
work procedures
iv) Credit for work done: This want issues from the egoistic classifIcation of
needs and can be supplied by management throug'" verbal praise of
excellent work, monetary rewards for suggestions, and public recognltton
through awards releases In errployee newspapers and the like
v) A meaningful job: This want Issues from both the need for recognition and
the drive toward self-realization and achievement fhls IS a very difficult want
to supply. particularly n large orgamzaltons having a minute division of work
 and mechanically paced assembly lines. But some research Into the
POSSibilities of Job ennchment has indicated that the pOSSibility of
Integratmg the need of employees for significant work and the need of the
organization for productive coordlOated activity
f) Opportunity to advance: Not all employees want to advance Some feel the
SOCial needs more strongly then the egOiStiC ones Howev('r most
employees like to know that the opportunity IS there should they desire to
use It ThIS feeling IS nfluenced by a cultural traditIOn of freedom and
opportunity

WHAT IS MOTIVATION?
Just as the employee has certain wants that the organization is expected
to supply, the organization has certain types of behavior that It Wishes to
elicit from the employee The managerial responsibility for eliciting this
behavior IS usually termed "direction" or "motivation". In essence, it IS a
skill In aligning employee and organizational interests so that behavior
results In achievement of employee wants simultaneously with the
attainment of organizational objectives. Literally motivation means
incitement or Inducement to act or move
In an Industnal setting It means to make a subOrdinate to act In a manner
ObViously 'desired' implies as desCribed in the Interests of the
organization or employer. It implies not only that the subordinate should
act In a dISCiplined manner, but also that they should act In an efflClent
and productive manner. To motivate, therefore, is to produce, persuade,
stimulate, and even compel an employer to act In a manner which may
help in attaining an organizational objective This may be a limited vIew
Motivation really comprises all the internal urges, which are described as
deSIres, Wishes, drives, etc. which makes a person strive for doing a
certain thing. Motivation IS what ma~es people do things. Webster defines
the term 'motivate' as meaning to provide with a motive to Impel or Incite
one to one action. It may be a need, idea, emotion orgamc state that may
prompt one to one action or work It is not a mailer of manipulation

MOTIVATION OF EMPLOYEES
To create the will to work in the minds of workers and to arouse their
enthusiasm for the performance of work, employee needs are to be
satisfied It is the employee needs, which regulate and control the Intensity
and duratIOn of human efforts Hence, for effective motivation of
employees, recognition and understanding of employee
needs and their fulfillment are of vItal importance. Many and varied are the
needs of human beings, As each individual IS a separate entity with
different outlook, desires or expectations, human needs vary wIdely
among ,people. Some of these common needs are fair wages,
employment security, satisfactory service and working conditions, socIal
security against hazards of life and old age job satisfaction, opportunity for
development, recognition and appreciation for service, sense of belonging,
facIlity of participation and counseling, dependable management
leadershIp and Improved social status and happy living,

Many of these human needs do not rest upon financial incentives, that IS,
they are personal and social needs, not economic ones, SOCIal needs on
the part of employees emerge from their working and residing at common
centers, Because of their Joint working in groups, employees come under
a bond of common ends, beliefs and goals through their friendship or
some other relationship. The present day Industnal system has increased
the importance of group cohesIon and SOCIal sohdarrty on the part of
workers, The constant threats of techntcal and technologIcal changes, and
the fear of employment Insecunty and hazards of ndustrial life have made
the social needs no less Important than the personal needs of employees.
For the motivation of employees, personal and social needs cast a
significant Influence and have to be satisfied
, by some means or
other The usual methods by which these needs are satisfied may be
stated as follows
a) Leadenship of management - Leadership has a galvanizmg effect
upon human relations Human beingS, in many Instances, are carried away
by emotions and sentiments, not logic and faces of the situation To
overcome human emotions, leadership brings a psychological umty of
workers wtll and persuades them to move in one directional group efforts
and teamwork are essential for realIZing the goals of an enterprise, it is
the leadership that can guide, inspire and direct the group members for
achieving unity of purpose and efforts Without leadershIp, a group
distntegrares, destroys ItS team splnt, and fntters away its energy

26

than industrial personnel, and so their application to the latter may not be
fruitful or provide dependable results
TYPES OF MOTIVATION
In the industnal set-up motIvation may be Intnnsic as well as extnnsic.
Intrinsic motivation is related to the job one IS doing. When a skilled operatlve
performs a job well, he derives a sense of satisfaction. This IS intnnsic
motivation, which satisfies the creatIve intrinsic In man
 Extrinsic motivation is external to job or task For example, financial Incentives
for doing a job well or giving higher production may motivate the workers.
Other external motivators are praise from the supenor for good work,
recOgnition of good perfocmance by the company in the form of public
citation and award, admiration of fellow workers, and other facilitles.
MOTIVATION AND BEHAVIOR
Mottvation causes goakilrected behavIOr. Feeling of a need by a person
causes him to behave in such a way that he tries to satIsfy himself so that he
does not feel the lack of that particular thing ThIS can be expressed in the
followmg figure~ -
rC',.~ion /wants
,./
I Ilvironmcnt
r en.,ion Behavl"r
•• Rei lS<·' fte, SIl 1
., I

33

A need, that is, the feeling that something IS requIred, creates tensIon In
mmd and transforms Ilself into want depending upon environment This
tension is released when this particular need IS satisfied by certain
behavIor agam Iii the enVIronment. that is, incentives eXlsl 10 satisfy the
needs Behavior ends the moment tenSIon IS released However,
satisfaction of one need leads to feeling to another eIther of the same
need after lapse of certain time Thus this process IS a contrnuing oM.
However, If the need is not satisfied because of some reasons the person
may feel frustration which can be defined here as the accumulation of
tension because of non· fulfillment of needs. At this stage, the person wH!
try to modify his behaVIor to ellmmate factors responsible for
non·fulfillment of hiS needs As SLJch he IS nol able to remove the
frustration through need satisfaction Since frustrallon is nol an Ideal
position for the person. he WIll Iry to bnng him back by alternative
behaVior
There will be great vaflations in the behavior, however thIS can be
generalized and may be presented In the followmg figure·
Flight •••
n-S-:'Hlst"l:tinr or lleeds
I\j(

11 I xternahze,\

_~ •• frus raw n _I> \~, < In

/
•• r miIFd lUI
 • '\patlw
~, d
oth ,

" I, lIIahz /\
./ ~
I'e IIm

1) Flight ·One way of handling the frustratlon IS to leave the field or

withdraw from the scene Employees QIJ!}. jobs thaI prove to be
frustrating

34
4 Esteem Needs- The esteem needs are concerned with selfrespect, self-
confldence, a feeling of personal worth, a feeling of being unique and
recognition Satisfaction of these needs produces feelings of self-
confidence, prestige, power and control. The satisfaction of esteem
needs is not always obtamed through mature or adaptive behavior It is
sometimes generated by disruptive and irresponsible actions Some of
the sOCIal problems have their roots in the frustration of the esteem
needs
5. Self-actualization- Self-actualization IS the need to maXImize one's
potential, whatever it may be This is related WIth the development of
intrinsic capabilities, which lead people to seek situations that can utilize
their potential. This includes competence, which" Implies control over
environmental factors both physical and social, and achievement A man
With high Intensity of achievement needs will be restless unless he can
find fulfillment in doing what he IS fit to do As Maslow has put It, "ThiS
need might be phrased as the desire to become more and more what
one is, to become everything that one IS capable of becoming,"
Maslow suggests that various levels are Interdependent and overlapping.
each higher level need emerging before the klwer-level need has been
completely satisfied as shown in figure. Smce one need does not
disappear when another emerges. aU needs tend to be parbally satisfied
In each area When the peak of a need passed, that needs ceases to be
pnmary motivator The 001<1 IeveJ need then beginS to dominate.
37
CRITICAL ANALYSIS OF MASLOW'S THEORY
Maslow's theory has reasonable support for the hypothesIs that human
needs halle some hierarchical order The theory lS based on the assumption
that man is continuously wantIng HIs all needs are never satisfied As soon as
one need IS reasonably satisfied its prepotency dimtnishes and another need
emerges to replace it Thus, at last, some needs remain unsatisfied which
serve the man to strive to satisfy Thus it presents a very simple sotution of
managenal problems, that is, managers can try to satisfy the need of people
In thiS particular order But this ratses a basic question IS need hierarChy
rigid? Does every person try to satisfy his needs according to this model? If
answers are in positive. there, IS no problem In
motivating people. However. it is not so The hierarchy is not so ngid for aU
the individuals and all the times Below are identified few problems which are
not adequately solved by IS theory:

1 There IS a lack of hierarchical structure of needs as suggested by Maslow

though every individual have some ordering for his need satisfaction
2 There IS another problem. which is common WTth many other theones
also. that there is often a tack of direct cause- effect relationship between
need and behavior Thus 8 particular need may cause behavior; in different
ways lfl ddferent persons SilTlllany. one particular behavior may be the resutt
of differert needs For example
a person is thirsty. he may take water, Of some soft drink, or SOfne JUIce
Similarly, people ~y earn money to satisfy their sevelal types of needs not

=~
only physiOlogical needs Thus need hierarchy not as SImple as it seems to
be
3 There IS another problem in applying the theory Into practice A person tnes
for his higher level need lower level need lS reasonably
satisfied What is thIS ra • . level IS a question of subjective matter Thus the
level of satis:fac:tioo for psrtia.dar need may differ from pen;oo to person. In
fact, needs and their satisfaction

38
are mental feelings. Sometnnes even the person concerned may not be
aware about his own needs The question IS how can a manager know the
needs of others?
There are some basic problems involved in the application of Maslow's need
hierarchical model At every Ievet of point. It can be seen tha1 the role of the
individuallS very important. Since mdlviduals differ, it may not be quite
possible to presenbe one standard adIon fOf solving motivational problems of
alf persons; rather a contingency approach has to be applied
HERZBERG'S IIOTlYA11ON-HYGtENE THEORY
Needs pnonty to a great ~It, characteristics the type of betlaVior It WIll be
either direct towards achieving ooriam desirable -positrve goals, or
convet'sety towards avoiding other ~ negative consequences. Thus a
que$tiOn may anse as to what vanabtes are perceived to be de$irabIe goaI$
to echie'lle.and conversety undesirabte ~ to avoid. In this connection. a
research was conducted by FredridcHeIzberg of Case - Western Reserve
University and liIS$OOiates. Tbis study consiSted of intensIVe anaiysis of the
e~ of teelmgs of 200 engJ$'eer'S and 8CCOUlltallts In nine difterent
CQf'l1)anleS n Pitsburgh arsa. USA. DuOng the struc::blted ifttennew they
were asked to describe few prfMOUS Job experiences in which they feft '~
good' or 'exoeptionafly ~' about jobs They were asked 0 mte the degree to
which their feelings were I~ fOl!' better or worse by each experience. which
they described

In concl:udlflg the 1nformatic:ln from the inteMeW. lleizberg ooncIuded that

there were two ~ of needs essentiaUy independent of each other affecting
behavior in different ways His findmgS are that there are some job
condltlOns. W'hiCb ()flefate primari!y to dissatisfy emplcyee$ when the
conditions are absent. there presence does not
motivate them In a s(rong 'Wf¥i Another em •• j<)b conditJ perat
pnmanly to build strang noU'liatIOfl and blgb job satisfaction, but their
absence rareJy proves st~ d~ The fm of conditions

39
48
THEORY y.: The assumptlons of theory Yare described by McGregor
In the following words
1 The expenditure of physical and mental effort In work IS natural as play or rest
The average human being does not Inherently dIslike work Depending on
controllable conditions, work may be a source of satisfaction or a source of
 punishment
2 External control and the threat of punishment are not the only means for
bringing about efforts towards orgamzailonal objectives Man will exercise
self-direction and self-control In the service of objectives to whIch he IS
committed
•
3 Commitment to objectives IS a function of the reward associated with theIr
achievement The most SignIficant of such award, e 9 the satisfaction of
ego and self-actualization needs can be the direct product of effort
directed towards organizational objectives
4 The average human learns under proper conditions not only to accept but also
to seek responsibility, Avoidance of responSibility, lack of ambition and
emphasis on secunty are generally consequences of rnherent human
characteristiCS
.
5 The capacity to exercise a relatively high degree of 9 na
and creativity In the solution of organizational problems IS Wldely "ot :mowly,
distr bllted j[" the population
6 Undo the conditions of mode..... nr:! tnal j' t ielle t u
p()tentl::llltles of the aVel age tlumBfl being a, i:! only p<i! 01""1 utilize

The aS~1.Jrnptlons 0' thec')' Y ~tJggt'>' a n

management. It emphaSizes on the coopt::ratlli enUt;dVor,,;f managelT'c ,t Clnd
~mployees. The aU mpt to g6 IT aXI~ 0 'put With mlr'lT' '11 amount o' control
and direct , Gen rally "0 confl c " v;c;lble between organl.l:at.onal 9udl" Thus Ie
attempts 0
j

58

NATURE OF SUGGESTIONS AND AREAS FOR WHICH

THESE CAN BE MADE
II) Savings In labour, material, supplies or expenses
(II) Prevention or reduction of waste including defective work (iii)
Improvement in maintenance methods
(iv) Increase In production/generation
(v) Safety precaut,ons to eliminate health hazard or possible awdent (vi)
Improvement In CIVIC problems, traffic. hygiene and cleanliness of
workplace or township
(vii) Improvement In tools, machinery equipment or faclllttes and
working procedures
(VIII) Economy In stationery, consumables etc.
(IX) Suggestions with regard to import-substitutions (x)
Improvement In quality
(XI) Improvement In systems and procedures
(xli) Any other suggestions, whIch are likely to improve economy and
Increase efficiency/productivity in the working of the organization
3.INCENTIVE SCHEME FOR PROMOTING SMALL
FAMILY NORMS
OBJECTIVE:
NTPC is a socially committed organization and a Soctal'y responsIble
corporate citIzen. The managemenl at NTPC IS not only concerned WIth
increasing its profit, but IS deeply Interested in supporting the poliCies of
Government of India. It favors the policy of haVing small family A person
haVing a small family will be more happy and prosperous and ultimately yield
better results to the Organrsatlon
SCOPE AND COVERAGE:
All fuii lime employees on regular rolls of the company are covered under the
scheme Lien holders and dep_ujjlionalists are entitled only 10 the medical
facilities provided under the scheme
ANNEXURE-3
QUESTIONNAIRE
NAME"
, OMPAIIJY NAME OE-SIGNATIOr-..
1 What ~eople look for '1 a job?
a, a feelll1g of accornplls/'1'11enl b) job security
~) pportul1Ity to earl) high Income
d) development of knowledge and sk/II"
2 Do you believe In motivation?
a Yes b) no
3 Do you tllink It IS necessary to know at10ul the mot'lies & l&eds of ar employee
ro support motivation?
a) Yes b) ro
4 W'll 1 Co the motivational factors wh eh yOU thll1k should bE' used?
ill Trreafs punishment & occasional rewards b) Rewards and
Some potential punishment
vi Rewards occasional pU'llshment and some mvolvement
'j DoesMl·tlvatlon help your staff to perfofln to 'heir maXlmufY' )
Ye, bino
6 How de you gam thl' commitment of an empl~ee"
7 Does any ot trese eXist I your workforce
a \ F r .st itl b boredom€,

1 est
dl none
8 Why de you thmk fru",tralion and unrf'st Ot. r5 In ,he w rt< orce
r Wi"at motlva!lc:lal factors do most employees respond +o? d I Money
J

status security
b) working condllions
':: (hallengtng work
d recognition fOr accomplishment
1 tj Do yo~ think cll1 effeGtlve dnd propel (,ornmunlGatlon S IMportant tn
support n9 motivation?
ill Yes b) no
+1 How do you understand I'le motives 0 needs of your f> nployees)
12 Pr31srng employees IS Important If YOlo can t find I..lnythln~ to praise
about their performance, would yo,] like to COMO/Ament lh~m on their
appearanr-e?
al Yps b) no
13 A eward can be effective only if an employee sees It dttalnable
a Yes b) rtC'
14 Irdlvlduais are ultuYJately responsible for their own rno' lIat or
Y,,') b) nc