A

Summer Training Project Report

On

“Employees Motivation Employees Motivation Employees Motivation Employees Motivation ” OOOOffff

Cadbury India Ltd. Malanpur Industrial area,

Malanpur, Bhind (M. P.)

IN THE PARTIAL FULFILLMENT OF THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

2009

Affiliated to Jiwaji University, Gwalior

Submitted to : Submitted by

Mrs. Ritu Singh ROSHNI SHARMA

(HOD) MBA Roll No. 3102

NRIITM Gwalior MBA (HR) II sem

NRIITM Gwalior

INDEX

� Acknowledgement

Chapter-1 Introduction

1.1. About of Company 1 1.2. Brief History 1 1.3. Cadbury manufacturing 3 1.4. Malnapur Factory 6 1.5 Chocolate Market in India 7 1.6 Base Chocolate Ingredients 10

Chapter-2 Role of motivation for employees training and its

effectiveness

2.1. Abstract 18 2.2. Initial Interview Data 24 2.3. Application evaluation results 25 2.4. Discussion 26 2.5. Competitive attitudes 27 2.6. Focus on extrinsic motivation 28 2.7. The superiority of intrinsic motivation 28 2.8. Allow self-initiated activities 29

Chapter-3 Data Analysis and Findings

3.1. Literature Review 33 3.2. Data Collection 40 3.3. Parameter Used 42 3.4. Graphical Representation of the Responses 44

Chapter-4 Conclusion and Suggestions

4.1. Findings 51 4.2. Suggestion 52 4.3. Limitation & Methodology 55 4.4. Conclusion 58

� Questionnaire 61 � Bibliography 64

ACKNOWLEDGEMENT

No work is possible without the “Grace of God”, guidance of teachers, blessing

of elders, love and encouragement of family member and friends.

I would like to acknowledge with thanks the genuine interest and faith shown by

our director who truly deserve the credit for providing inspiration to each

student in their summer training.

I am thankful to the HR Department of Cadbury India Limited and specially Mr.

Atul Jha (HR Manager) who gave me time out of their busy schedule to help e

administer my task.

In the completion of this report, I have drawn heavily on the vast amount

of literature in the field of personnel management, industrial relation and human

resource development. Naturally, I owe a deep intellectual debt to numerous

authors who have significantly enhanced my understanding on various issues in

Human resource management through their rich contribution in this field.

Above all, I heavily Thank my Father and my mother for their love, the

constant encouragement and support of my brother and friends.

Last but not least I would be special gratitude to our all friends who

heartening me to complete this project.

Chapter 1

Introduction of Cadbury

1.1 ABOUT THE COMPANY

Cadbury, a subsidiary of Cadbury Schweppes is a dominating player in

the Indian chocolate market with strong brands like Dairy Milk, Five Star, Perk

etc. Dairy milk is in fact the largest chocolate brand in India. Cadbury India

Limited, now stands only second to Cadbury UK Limited in sales of Dairy

Milk. The company is pushing the gifting segment, through occasion linked

gifts. Chocolates contribute to 64% of Cadbury’s turnover. Confectionery sales

accounting for 12% of turnover, is contributed largely by Eclairs. Cadbury also

has a strong brand Bourn Vita the malted health drink category, which accounts

for 24% of turnover.

1.2 BRIEF HISTORY

Fifty years ago, the real taste of chocolate as we know it today, landed on

Indian shores. An event that carried forward the entrepreneurship and vision

born as far back as 1824, when John Cadbury set up shop in Birmingham (UK)

to sell among other things – his own cocoa concoction. From these modest

beginnings emerged Cadbury Schweppes – that is today the leading

manufacturer of confectionery and beverages in the United Kingdom. A

company that has its presence in over 200 countries worldwide and has made

the name ‘Cadbury’ synonymous with cocoa products in countries across the

planet.

This is the brand that came to India in 1947 to a nation that was in its infancy, a

market that was ready for the world and a people that were open to new ideas,

new products.

Within a year of being set up as a trading concern, Cadbury fry India was

incorporated as a Private Limited company, set up for processing imported

chocolates and Bourn vita. The same year saw the launch of Cadbury’s Milk

chocolate for millions of Indians.

Through 50 years of investment in capital and marketing, the scale and scope of

our operations has expaned to cover a range of brands in the chocolate, sugar

confectionery and malted food drinks segments. We have a majority share in the

Indian chocolate market and a significant presence in sugar confectionery and

food drinks.

Today Cadbury India Ltdl, a subsidiary of Cadbury Schweppes employs over

200 people across the country. And operates in one of the fastest growing

chocolate markets for Cadbury Schweppes group across the globe.

1.3 ABOUT CADBURY’S MANUFACTURING

FACILITY AT MALANPUR

In 1989, the company began its manufacturing operations at its newest and most

modern plant at malanpur near Gwalior in M.P. The factory is located on 24

acres of land which is taken on lease from M.P. Audyogid Vikas Nigam.

Nearby Industries

The Malanpur belt has a host of other industries located in the region. Some of

the prominent industries are :

• Godrej

• SRF

• CT Cotton

• Kodak

• LG Hotline

• Supreme Viny1

Area of the Factory

Total plot area : 101170.55

Built up area : 13211.85 sq.m

Lawn area : 40000 sq.m

Cadbury Malanpur – products

Equipped with the state of art technology and backed constant investment, this

the Cadbury’s Malanpur unit manufactures a range of liquid milk chocolate and

variety of enrobed chocolate products.

• Dairy Milk

• Eclairs

• 5 Star

• Gems

• Perk

Employees

The factory has a young workforce with the average age of an employee being

28 years. The employees the following number of personnel :

Line Operates : 267

Engg. Operates : 42

Executive Officers : 46

Managers : 9

Skill Level of Workforce

All operates in the factory are IITTs and professionally qualified.

Policies

The unit practices the policies and guidelines as laid down by it’s parent

company Cadbury Schweppes plc. The following practices are in place and

diligently observed by the company :

• HACCP (Good manufacturing Practices )

• Prerequisites

• Risk Management

• Quality policy

• Safety policy

• Environment policy

The above is audited from time to time by the Group Technical.

Contact Numbers:

Telephone No’s Factory : (07539) 2283803-807/509401-403

Fax No. : (07539) 2283802

Factory Manager : (07539) 2283801 (Direct Line)

Address:

Cadbury India Limited

Plot No. 25, Malanpur Industrial Area

Village Gurikha, Tehsil Gohad

Distt. Bhind, Pin – 477116

Professional Association

The unit is a member of the following bodies :-

• M.P. Chamber of Commerce & Industry

• Malanpur Industries Association

• MP AKVN

• Cll

• Quality Circle Federation of India.

Community Development

The unit has also taken up many community development initiatives for the

surrounding area along with M/s Sambhav a prominent NGO like , the primary

school at Gurikha village for the local children.

1.4 MALANPUR FACTORY

In 1989 the company stated manufacturing operations from its third and newest

factory at Malanpur near Gwalior in M.P.

Using the most modern state of the art technology, the unit today manufactures

range of liqud milk chocolate and a variety of enrobed chocolate products.

Factory in 8 phases

1988-89 - Eclairs & Gems

1994-95 - 5 Star

1997 - Perk

2001 - Chocolate expansion

2005 - Fruity Gems

2006 - Ulta Perk

2008 - Short

2009 - Éclair Sticks

LOCATION : Plot No. 25, Malanpur Industrial area, Malanpur

distt. – Bhind.

Telephone No. : 07539-83803, 83804

Parent Company : Cadbury Schweppes International UK

Total Area 24 Acres – Constructed 8.5 Acre

1.5 CHOCOLATE MARKET IN INDIA

Chocolate market is estimated to be around 1500 crores(AC Nielson)

growing at 18-20% per annum.

� Cadbury is the market leader with 72% market share

� The per capita consumption of chocolate in India is 300 gram compared

with 1.9 kilograms in developed markets such as the United Kingdom.

� Over 70 per cent of the consumption takes place in the urban markets.

� Margins in the chocolate industry range between 10 and 20 per cent,

depending on the price point at which the product is placed.

� Chocolate sales have risen by 15% in 2007 to reach 36000 tonnes

according to one estimate. Another estimate puts the figure at 25000

tonnes.

� The chocolate wafer market (Ulta Perk etc) is around 35% of the total

chocolate market and has been growing at around 13% annually.

� As per Euromonitor study, Indian candy market is currently valued at

around USD 664 million, with about 70% or USD 461 million, in sugar

confectionery and the remaining 30% or USD 203 million, in chocolate

confectionery.

� Entire Celebrations range has a market share is 6.5% .

� The global chocolate market is worth $75 billion annually.

� Consumers can choose from wide range of chocolates, which initially

was limited to Milk chocolates like Dairy Milk and Milky Bar. In past

few years we have seen so many SKUs with almonds, raisings and all sort

of nuts. And how can we forget latest 5 star crunchy and Ulta Perk, which

has opened new windows for consumers.

WHAT IS CHOCOLATE ?

Cocoa

Cocoa plant is a small tree having pods on the main trunk as well as on the

branches. Pods is long, narrow, flat part which contain the seeds and usually

having thin skin. Cocoa pods after harvesting are cautiously opened. The beans

and mucc8lage are scoped out and subjected to natural fermentation either in

heaps, wooden boxes. Fermentation generally take 5-10 days. At the end of

fermentation, the pulp breaks down and there is a change in the of the seeks

from pale yellow to brown. The endogeneous enzymes activated by the heat

fermentation brings out changes in protein and polyphenols in the kernel. The

beans are then dried to six to eight percent moisture level in sun or artificial

dryers.

The dried beans are cleaned sorted roasted. Roasting develops the

characteristic flavour, after roasting the beans are passed through corrugated

rollers to break their shells and removed by winnowing. The cotyledons are

known as ‘nibs’. This nibs are used for the manufacturing of cocoa and

chocolate. The nibs are ground using stone mills to fine paste or liquor. The heat

produce during grinding causes cocoa fat to melt and the melted fat carries with

it, in suspensions, finely ground particles of cocoa. This is known as cocoa

mass’, chocolate liquor’ or bitter chocolate’. This mass solidifies at about 300C .

Cocoa mass is very rich in fat ( 50-55 percent) and cannot be used

directly for the preparation of any beverage. It is subjected to filter pressing to

separate out a major part of fat (cocoa butter). The amount of fat left in the

pressed cake can be varied by the conditions of pressing. The pressed cake is

used for producing cocoa power.

CHOCOLATE : Cocoa mass not treated with alkali is generally used for the

manufacture of chocolate. There are many types of chocolate depending upon

the level of cocoa mass, added cocoa butter, sugar, milk, and other ingredients.

Plain chocolate is mass processed with cocoa butter and sugar. Plain chocolate

contains 40-55 percent sugar and 32-42 percent fat.

COCOA BUTTER : Cocoa butter which accounts for more than 50 percent

of cocoa bean is a valuable by product of the cocoa industry. The butter is a pale

yellow liquid with a characteristic odour and flavor of chocolate. It is brittle at

temperature below 250C , softens in the hand and melts (340C) in the mouth. It

is not greasy to touch , it is rich in saturated fatty acids (palmitic acid, stearic

and higher acids).

1.6 BASE CHOCOLATE FOR 5-STAR & PERK

COCOA BUTTER + COCOA MASS + 1. SMP

2. FCMP

3. SUGAR

ADD ONE BY ONE

TWO ROLL REFINER PARTICLE SIZE

200 MICRON

PARTICLE SIZE FIVE ROLL REFINER

25 MICRON

CONCH

1. LOADING

2. DRY CONCHING

3. PASTING

4. LIQUEFYING

5. FLAVOUR MIXING

6. DISCHARGING

STORAGE & SEIVING

TRASFER TO LINE

INGREDIENTS

• Emulsifier :

� Lecithin is used as a emulsifier, an emulsifier often added to chocolate

during the manufacturing process to give it a smooth, fluid consistency.

Lecithin stabilizes fat drops and keeps them from congealing and

separating. The majority of lecithin used in chocolate is derived from

soybeans, naturally occurs in egg yolks and some vegetables.

• Palm oil

• Flavouring agent

• SMP

• Sugar :

� Added as a sweetener.

� It caramelizes with heat, its helps the product to become brown.

� It also increases the tenderness of the product.

• Slat

� Salt act as a antimicrobial agent,

� It also impart taste to the product.

� It also absorb moisture, act as a dehydrating agent.

• Cocoa butter

• Cocoa solid

• Hydrogenated vegetable oil

• Edible gum

• Soya flour

• Invert sugar

PROCESS FLOW DIAGRAM

CHOCOLATE CORN FLAKES

AND RICE

CRIPS

BLENDER VIBRATORY

ELEVATOR

TROUGH

CONVEYOR

RIBBON

BLENDER (ITS HOLD THE CEREAL)

FRAPPE+ CONVEYOR (cru

CREAM nchy hopper)

NAUGA SPREADING OF

CERALS OVER

NAUGA

CARAMEL

COATING

COOLING

TUNNEL -1

CUTTER (VERTIC

AL CUTTING)

FENNING BELT REWORK

CUTTER (HORIZONTAL CUTTING

BELT

ENROBING

COOLING

TUNNEL-2

MATERIAL

CHECK

WRAPPING

CARAMEL MAKING

MILK POWDER + HOT WATER AT + VANASPATI

E-MILK

(EMULSIFIED

MILK)

LIQUID PRE MIX INVERT SUGAR

BATCH VESSEL & SUGAR

HOLD

PRE DISSOLVER

(650C)

CARAMEL

COOKER

CARAMEL

FOAMING SYRUP MAKING

WATER AT

850C (440LT)

SOYA FLOUR SCREW CALCIUM

(100 KG) CONVEYOR HYDROOXIDE

(10.5 KG)

(ADD SOYA FLOUR WHEN WATER

TEMPERATURE < 700C )

MIXING

(15-20 MIN)

STIRRING

(UP TO 7 HRS)

SALT

FOAMING +

AGENT (37 KG) SUGAR

LIQUID (34 KG)

GLUCOSE

(86 KG)

+ FOAMING +

SYRUP

INVERT SUGAR GUAR GUM

(15 KG ) (2.8 KG)

FRAPPE MAKING

WATER + SUGAR + LIQUID

(30 LT) (94 KG) GLUCOSE -93 KG

SUGAR SYRUP

AT 80 0C (80 KG OF SUGAR SYRUP

COOKER – 1

(1000C)

FOAMING

SYRUP COOKER-2

(1280C)

(WHEN TEMP.OF SUGAR

SYRUP REACHES 1250C

F.S. IS INTRODUCED COOLING IN

IN BEATER VACCUM (TEMPERATURE REDUCE TO

(25 GK) 1170C)

DOSING BEATER (COMPRESSED AIR)

TANK

FRAPPE

PRESSURE

VESSEL (HOLD)

CREAM AND NAUGA MAKING

VANASPATI + SMP + COCOA

POWDER

CREAM

NAUGA FRAPPE

SOP FOR REWORK

1. Take 20 kg of conditioned coated rework and break it into small pieces.

2. then visually check the rework for the presence of any foreign material

like laminate, plastic threads etc. and remove the same if it exists.

3. pass the broken through the metal detector.

4. put the broken rework in the Stephen blender and blend it in the

following manner:

i. blend for 10 sec. at a slower speed and then add 2kg of

vanaspati in it.

ii. Blend for 5 sec. at faster speed.

iii. Blend for 10 sec. at faster speed.

remove all the material from the blender into a bucket using a scrapper:

Chapter 2

Role of Motivation for Employees Training and its Effectiveness

THE ROLE OF MOTIVATION WHEN MANAGING

CREATIVE WORK

2.1 ABSTRCT

While implementing and evaluating computer support for corporate

creativity it was noticed that the sheer presence of technology does not

guarantee usage. Factors such as organizational culture and management

attitudes seem to have an equally important role, and this observation called for

a more focused analysis of the motivational aspects of crativity management.

Based on literature and empirical data, four managerial advice to promote

corporate creativity are presented : abandon reward system; officially recognize

creative initiatives ; encourage self-initiated activities, and ; allow redundancy.

1. A NEED FOR CRATIVITY

The importance of creativity in industry has risen dramatically during the

last few decades. During the peak of the industrial era, a company could

prosper from slowly developing and refining one single product or

service. The inereasing pace with which business now reshapes itself

propelled by the new capabilities offered by information technology (IT)

places higher demand on the organizational members to be able to see,

and grasp, new opportunities. Globalization, and the competition that

accompanies it, further adds to the need for crativity in an entrepreneurial

way, and it is argued that employees of tomorrow will be valued more for

their ability to create new knowledge than for being able to manage

known facts [1,2,3]. Creativity will therefore become a quality of

increasing importance and a vital branch of knowledge management

(K.M.). although crativity is highly unpredictable it can be promoted. If

you in a library start reading book after book looking for a particular

word, you cannot predict when and where it will show up, but you know

with certainty that you will eventually find it. However, by carefully

choosing what shelf to start from, you may increase the probability for

the sought word to turn up. Similarly, managing crativity is about raising

the probability for creative acts to happen by stimulating the factors that

works in favour of crativity.

Traditional suggestion systems

The traditional way to address this need for continual improvements

has been to implement some form of suggestion system ad to

encourage employees to submit improvement proposals to it. These

proposals and ideas are then typically attended to and reviewed by

Proposal –Handling Committees (PHCs). Good suggestions are

usually rewarded in some way , while not so good proposals are

rejected. However, there are scrious shortcomings with such systems.

Firstly, there is a problem of communication. Suggestions are seldom

shared within the organization. Good ideas may be implemented

locally but remain unheard of in other parts of the organization,

resulting in the “reinventing –the-wheel”- syndrome. Other ideas may

be prematurely rejected due to the proposer’s problem to accurately

communicate the vision that he or she has, or the PHC’s limited

capacity to understand and appreciate the quality of a perhaps

innovative – and thus unusual – suggestion. Had these ideas only been

made public, they could have started other creative ideas elsewhere in

the organization. Secondly, many ideas are never proposed at all due

to several reasons. One reason generally recognized as a serious

performance blocker is evaluation apprehension: the fear of being

evaluated by ones’ peers. We are reluctant to present silly ideas if we

ridk losing face in front of our colleagues. Instead, we keep our

potentially revolutionary ideas to ourselves, again missing an

opportunity for organizational benefits. Another reason is the

threshold an official suggestion system constitutes: we may feel that

our idea is not worthy of being submitted as an official proposal or we

may lack the ability or motivation to write-up our proposals in the

form required for suggestions to be accepted.

An alternative approach

The work described here has been aimed at improving corporate

creativity by designing and implementing IT support for a

brainstorming – based approach to idea generation. By applying the

principles underpinning brainstorming as posited by Osborn i.e..

quantity over quality; elaboration on other’ ideas; and absence of

criticism, I hoped to address the problems mentioned above by

providing a complement to the suggestion systems traditionally used

in industry. Having a desire not only to the suggestion systems

traditionally used in influence the processes undr study, my research

approach may be described as an action case. This hybrid is a mix of

understanding and change, designed to balance the trede-offs between

being either an observer capable of making interpretations or a

researcher involved in creating change in practice. Therefore, this

research takes place in a real industry setting. Diffusions and adoption

of technology depends not only on technology itself, but also on

structural and cognitive factors such culture, motivation, trust, and

mindset. KM systems in particular must not be seen as stand-alone

systems but as a symbiosis between social processes and technology.

Amabile has singled out motivation to be the key factor for creativity

and I shall therefore limit my discussion to elaborate on motivation

and its managerial implications. To provide the reader with a

background I shall shortly describe the prototype system implemented

by giving a conceptual description of it. I thereafter present some

empirical data from my interviews before ending the paper with a

discussion and a conclusion.

2. WORK ON BRAINSTORMING

Since introduced by Osborn in 1953, brainstorming has been widely used

in industry and busiess as a technique for idea eneration and problem

solving. However, in contrast to its popularity stands the result of several

studies that consistently show that nominal brainstorming, i.e. the

aggregated work of individuals working simultaneously but without

contact witheach other , outperform group brainstorming. Three main

reasons for this have been identified. Ffirstly, there is evaluation

apprehension, which refers to a situation when the group members are

reluctant to express their perhaps unpopular or politically incorrect

suggestions or poorly developed ideas in fear of being judged or

evaluated by peers or managers. Secondly, social loafing occurs when

group members intentionally limit their contributions and rely on other

group members to do the job. Thirdly and finally, there is the problem of

production blocking, .e. the result of group members having to wait for

others to finish before they can offer their own ideas. While waiting deas

may become obsolete or forgotten, or, in order not to forget, people

concentrate on and rehaearse their own ideas instead of participating and

generating more and new ideas. Electronic brainstorming was introduced

as an attempt to address these three problems. In EBS, the participants

use networked computers to send ideas to and read ideas from the group.

By allowing anonymous idea entry the evaluation apprehension problem

is avoided. The logging capability of computer software helps reduce the

social loafing since. Information on the relative performance of each

individual may be made salient. Finally, since participants are using

individual computer terminals, idea entry and sharing may be performed

by all users simultaneously, thus eliminating much of the production

blocking observed in face-to-face brainstorming. Though apparently

solving the three main problems mentioned above, it has been suggested

that EBS only outperform nominal brainstorming when used in large

groups. Despite this suggestion not much research has been done on

really large groups.

3. THE MINDPOL PROTOTYPE

In response to the call for more study on large groups Mind pool is an

intranet application available for the entire organization ( See for details

about its predecessor). The most fundamental design principles for Mind

pool are that work is carried out asynchronously, users are anonymous

but yet able to contact, and the entire organization may be addressed,

instead of just a group of a selected few. The idea is to mimics the

creative atmosphere found in brainstorm sessions, where no suggestions

are turned down but instead used to spawn new and possibly even better

ideas. Unlike ordinary EBS sessions, Mind pool supports asynchronous

brainstorming. Users do not have to be active simultaneously, which

removes the temporal restriction present in other media, e.g. chat forums.

The system further allows the proposer to be anonymous while yet

providing a mechanism for letting people contact them. The reasons for

anonymity are two; firstly, it eliminates evaluation apprehension and thus

enables users to submit proposals without risking making fools of

themselves – a fact known to have a positive effect on the amount of

ideas. Secondly, not revealing the contributor helps separating effect on

the amount of ideas. Secondly, not revealing the contributor helps

separating personalities from the issues, thus promoting a more objective

evaluation, especially so when power differences exist among the

participants. Suggestions are submitted as emails and added to a web

page. The web is accessible from all platforms and the persistent nature

also allows the idea to linger long enough for it to be found by many

different people in different locations and contexts, thereby allowing

ideas to develop long after the point of introduction. The possibilities to

add comments directly to the proposal, as is the case in news groups, is

absent in Mind pool. This helps shielding the new idea from public

negative critique. Still, a mechanism that made it possible to contact the

propose either to ask for or to provide more information was provided.

Though the latter may contain criticism, the original idea remains

publicly available and can serve as a seed for others, while the critique is

not displayed. The fact that each contributor can be tracedaalso enables

individual recognition, which is otherwise a problem in anonymous EBS

systems.

4. EMPIRICAL RESULTS

Before installing and evaluating Mind pool , I needed to set a base line

for my later experiments by interviewing the employees about their views

on creativity, suggestion systems, and management. Below, I first present

the results from the 10 semi-structured interviews before reporting from

the prototype evaluation.

2.2 INITIAL INTERVIEW DATA

A malter student conducted ten semi-structured interviews with

employees of a large Swedish IT company. These interviews, lasting

approximaltely 40 minutes, included both members of the Proposal\-

Handling Committee (PHC), i.e. the people responsible for evaluating

submitted ideas, and ordinary office workers. All interviews were taped

and analyzed by the author.

Most respondents stressed the importance of stimuli of some kind

to spark creativity, and mentioned the interaction with other people as an

important source. Aside from the shared view of “input from people” as

being an important stimuli a diversity of other situations were mentioned

during the interviews: facing a challenging task; going to conferences;

visiting other companies; looking at different applications; or doing

physical workout. “It’s more difficult to be creative when you really have

to” is an utterance that well depicts the common view of the interviewees,

that creativity is highly situated and spontaneous. All respondents

believed that a suggestion submitted to the PHC had to be both concrete

and well thought through to be considered. “it has to be serious stuff.

Which makes you a bit reluctant to submit” said one respondent who

believed the threshold for participating was too high. Some also conveyed

it as meaningless to submit suggestions since somebody else had

probably already thought of the same idea and already suggested it.

Several respondents complained about not having time for extraordinary

activities, or to do things outside their immediate duties; “You don’t have

time to, like speculate, or be creative in a general sort of way.

We’re too tightly governed by budgets and deadlines”. Another

interviewee pointed out that “if you have too much to do you can’t be

creative any more”. It was/ also suggested that there should be a

separately designed forum alongside the suggestion system where/

creative people would be “allowed to spend time” trying to develop ideas

they have. To be recognized as a creative person and allowed entry to

such a group would be like becoming one of the “Knights of the Round

Table”, said one respondent.

2.3. APPLICATION EVALUATION RESULTS

Mind pool was implemented on the corporate intranet and tested

during four weeks. Though the application was available to everybody in

the corporate group we explicitly invited 32 users to test the application.

Among these 32 were the 10 people interviewed earlier. Not all invited

users tried the application but the log files revealed that 52 different users

accessed the application, indicating that it was found by people other that

only those invited. Most people did only read the suggestions without

making suggestions of their own. This, however, was an expected

behavior. Mindpool received 22 suggestions during the four week test

and 14 of these were submitted the very first week. The 22 ideas were

submittewd by eight different uses. The prototype was no immediate

success even if some user thought of it as potentially useful; “I think this

is good, if onlyyou get going and get it up to speed sort of. You don’t

want to be the first one to contribute”.

Several interviewees, however, saw Mindpool and the traditional

suggestion system as competitors; “if you have a good idea, why post it

here instead of submitting it to the PHC? There you might get a reward

and you know you’ll get an anser”. A similar comment was; “if I post my

idea on this site, someone might steal it and send it to the suggestion

system. Those who saw Mindpool as a complement to the suggestion

system found another problem (which also was raised during the work

with Mindpool’s predecessor. What will happen if an initial idea

submitted by a inspires someone else (B) to generate a better idea, which

then is modified by yet another person (C) to a really great idea that

receives acknowledgement by the PHC and renders a gratification?

Should only the last person get the credit? What about the other two (A

and B) who got the idea started ? those who had not tested Mindpool

blanmed it not having time: “I haven’t got round to it. If you don’t do it

right away you forget about it. We haven’t time to be crative on pure

speculation”.

2.4. DISCUSSION

The design of Mindpool, with its distributed and asynchronous

nature, enables company wide brainstorming through the use of web

technology. Mindpool eliminates the need of large facilities and

simultaneous sessions, thereby, in theory, allowing company-wide

continuous brainstorming. The novel blurring of boundares between

electronic brainstorming and ordinary work activities should have a

positive effect on creativity. In practice, however, this has not been

observed.

2.5. COMPETITIVE ATTITUDES

Perceiving Mindpool and the suggestion system as competitors is

very unfortunate from an organizational point of view. There is an

obvious risk that neither A, B, nor C, as discussed above, would have

managed to crate the useful idea on their own, in isolation. The final idea

was the result of the interaction of A, B. and C, a social knowledge

creation process that required the combined input from all three parties.

For example, one user contributes with A, which may be an idea, a

suggestion or even just a remark; “ All email is driving me crazy. Can’t

we throw out our email system;” this somewhat unrealistic suggestion

may be observed by another user and spawn a process in that persons

unconscious mind that later results in B: “Must all this For-Your-

Information email really be email? Aren’t there any other channels?” note

that A and B do not connect visibly- there is no mechanism in our

prototype grouping or linking suggestions. This is must be so because

even the user suggesting B may no be aware of the mental link from A. in

practice, there may be weeks or even months between A and B.

suggestion B may in a similar manner eventually lead to C. which in turn

inspires D and E, and so forth. None of these suggestions or ideas needs

to be “good” or “useful’ in a practical sense, eventually, however, this

cumulative process leads to a point where a useful, constructive, practical

suggestion can be identified. In a traditional suggestion system only the

last person would receive acknowledgement and all the previous

contributors would be ignored. Such an approach encourages employees

to keep ideas to themselves. If instead all users were rewarded for

participating there would be no reason to hold back any ideas.

2.6. FOCUS ON EXTRINSIC MOTIVATION

Practical experiences of Mindpool are yet in their early stages but

the tentative results analyzed this far are consistent with the findings

derived from the work with its predecessor. Organizational members

express a concern for not receiving the financial reward that the final

suggestion might generate. This concern can be attributed to the use of a

suggestion system based on extrinsic motivation. It should be noted that

the suggestion system in use remunerates the proposer of a good idea

with financial compensation corresponding to half of the company’s first

year’s savings, which might come to a substantial amount of money.

During 1999, the company under study spent approximately USD 45000

on rewards. It was thus argued that if users A and B above are not

acknowledged, they are instead encouraged to keep their ideas to

themselves to try to develop them into what C managed to come up with

however, not many employees actually contribute to the suggestion

system that is in use. During 1999, the PHC received suggestions from

226 of the +2400 employees, which means that less than 10 percent of the

members participated actively consistent research findings show that the

reliance on extrinsic motivation limits participation to typically 10-15

percent of the employees, as opposed to 70-80 percent when no reward

system is used , or when recognition is kept to a symbolic level.

2.7. THE SUPERIORITY OF INTRINSIC

MOTIVATION

This strong correlation between the use of intrinsic motivation and

high participation in the improvement process suggests that other forms

of acknowledgement should be used. A form of reward that seems to be

more appropriate is being allowed to work with what one finds

interesting. It so appears that when people are primarily motivated by

their interest in the work and the enjoyment of that activity, they are more

creative than they are when primarily driven by some goal imposed on

them by others. The use of extrinsic motivation such as rewards or

bonuses tend to cause a focus on the reward rather than on the task at

hand, and winning the reward becomes more important than finding the

most creative solution. Overwhelming empirical findings in line with

these are reported from the field of social psychology of creativity and are

referred to in the literature as the intrinsic motivation principle. To be

allowed to work with one’s own ideas is a reward in it self and ould

therefore be used to replace extrinsic motivation in form of money.

Rewarding creative work requires a delicate balancing /between intrinsic

and extrinsic motivation, and must be done skillfully. Whatever reward is

chosen, it should be used to recognize the competence or the work ability

of the group or individual, and the reward should be used to motivate

further work and not act as a bribe. Encouraging work-focused feedback

and discouraging excessive initial critique of new ideas foster a positive

attitude towards creativity. By demonstrating that innovations and

creativity are valued by communicating the potential of the work and

accomplishments that have been made, intrinsically motivated employee

initiatives cold be further propelled.

2.8. ALLOW SELF-INITIATED ACTIVITIES

Self-initiated activities are powerful because they are driven

primarily by intrinsic motivation. When employees are allowed to, and in

fact encouraged to, pick and pursuits their own projects, they are driven

by their personal interests. Research in a corporate setting has shown that

professional interests rather than espoused theory is what motivates

people. A management strategy to promote creativity would be to present

and motivate the direction for work but leave the individuals to conduct

the work as they see fit. Employees should further be matched up with

projects according to their interests or where their competence is

challenged and developed. Planned actions can only take an organization

in directions already anticipated. To reach the unexpected, the company

must go beyond what is scheduled and put its trust in the unplanned

actions that often are the result of user initiatives. Every unanticipated

activity begins as an unofficial task, and very often, if not always, these

unanticipated and unofficial activities are indeed also user initialted. The

expression “Skunk Works” was coinded during the second World War

by the aircraft manufactufacturer Lockhed Martins to describe a situation

where a small group of technician wer allowed to work outside the

established bureaucracy and with minimal management control. It has

been shown that creativity and innovation is aided by low forma-lisation

and large degrees of freedom, especially during the initial stages. It is also

recognized that creativity often requires extra-ordinary dedication and

commitment, and that most employees would willingly do far more than

the company could possibly ask of them if only they were allowed to

work with things in which they were really interested. A company should

therefore allow, and encourage, their employeses to act as autonomously

as possible and support as much unofficial skunk work as it can. To be

really effective, however, a system that promotes such entrepreneursip

must not be restricted to any particular group, as was the case at

Lockheed, but reach everyone in the organization, since it cannot be

determined in beforehand who will be creative.

2.9. THE NEED FOR REDUNDANCY

Although it is not desirable to reinvent the wheel from scratch,

repeating all the error previously made, it is often necessary to allow

every one to build their own wheel. This is due to the strong relationship

between knowledge and action. Learning – by- doing is the only way to

acquire certain knowledge, and this suggests that enough redundancy

should be allocated to allow for such experimenting. However, corporate

settings with deadlines and resource constrains do seldom allow for much

spontaneous self-initiated activities, as testified by the quoted respondent

earlier. Tight budgets and deadlines are denying the employees the ability

to follow-up on the hunches they get, or to be “creative on speculation” as

one respondent put it. The fact that today’s Iean organizations do to allow

the redundancy that is so vital to knowledge creation has also been

recognized by the literature. To set free the desire to initiate creative acts

that already exists within most people, the company must take

appropriate actions. For example, Toshiba and 3M allow their employees

to devote 15 percent of their time to self-initiated activities.

Chapter 3 Data Analysis and Findings

Data Analysis & Finding

The management of people at work is an integral part of the management

process. To understand the critical importance of people in the organization is to

recognize that the human element and the organization are synonymous. An

well-managed organization usually sees an average worker as the root source of

quality and productivity gains. Such organizations do not look to capital

investment, but to employees, as the fundamental source of improvement. An

organization is effective to the degree to which it achieves its goals, an effective

organization will make sure that there is a spirit of cooperation and sense of

commitment and satisfaction within the sphere of its influence. In order to make

employees satisfied and committed to their jobs in academic and research

libraries, there is need for strong and effective motivation at the various levels,

departments, and sections of the library.

Motivation is a basic psychological process. A recent data-based

comprehensive analysis concluded that competitiveness problems appear to be

largely motivational in nature. Along with perception, personality, attitudes, and

learning, motivation s a very important element of behaviour. Nevertheless,

motivation is not the only explanation of behaviour. It interacts with and acts in

conjunction with other cognitive processes. Motivating is the management

process of influencing behaviour based on the knowledge of what make people

tick. Motivation and motivating both deal with the range of conscious human

behaviour somewhere between two extremes:

• Reflex actions such as a sneeze or flutter of the eyelids: and

• Learned habits such as brushing one’s teeth or handwriting style (Wallace

and Szilag 1982:53).

Luthans (1998) asserts that motivation is the process that arouses, energizes,

directs, and sustains behaviour and performance. That is , it is the process of

stimulating people to action and to achieve a desired task. New way of

stimulating people is to employ effective motivation which makes workers

more satisfied with and committed to their jobs. Money is not the only

motivator. There are other incentives which can also serve as motivators.

Specific employee attitudes relating to job satisfaction and organizational

commitment are of major interest to the field of organizational behaviour

and the practice of human resources management. Attitude has direct impact

on job satisfaction. Organizational commitment on the other hand, focuses

on their attitudes towards the entire organization. Although a strong

relationship between satisfaction and commitment has been found, more

recent research give more support to the idea that commitment causes

satisfaction. However, mot studies treat satisfaction and commitment

differently, especially in light of things like downsizing that are part of

modern organizations.

3.1 LITERATURE REVIEW

Along with perception, personality, attitudes, and learning, motivation is a very

important part of understanding behaviour. Luthans (1998) asserts that

motivation should not be thought of as the only explanation of behaviour,since

it interacts with and acts in conjunction with other mediating processes and with

the environment.Luthan stress that, like the other cognitive process, motivation

cannot be seen.All that can be seen is behaviour,and this should not be equated

with causes of behaviour.while recognizing the central role lf motivation, Evans

(1998) states that many recent theories of organizational behabiour find it

important for the field to re-cmphasize behaviour. Definitions of motivation

abound. One thing these definitions have in common is the inclusion of words

such as “desere”,”want”,”wishes“,”aim”,”goals”,”needs”,and”

incentives”.Luthan (1998) defines motivation as, “a process that starts with a

physiological deficiency or need that activates a behaviour or a drive that is

aimed at a goal incentives”. Therefore, the key to understanding the process of

motivation lies in the

meaning of, and relationship anong,needs, drives, and incentives.Relative to

this, Minner,Ebrahimi,and watchel,(1995)atate that in a system sense,

motivation consists of these three interacting and interdependent

elements,i.e.,needs, drives, and incentives.

Managers and management researchers have liog believe that believe

that organizational goals are unattainable without the enduring commitment of

members of the organizations.Motivation is a human psychological

characteristic that conteibutes to a persons degree of commitment

(stoke,1999).It includes the factors that cause,channel, and sustain human

behaviour in a particular committed direction. Stoke, in adeyemo (1999) goes

on to say that there are basic assumptions of motibation practices by managers

which must be understood. First,that motivation is commonly.Second,

motivation is one of several factors that go into a persons performance (e.g.,as a

lebrarian).factors such as ability, resources, and conditions under which one

performs are also important. Third, managers and researchers alike assume that

motivation is in short supply and in need of periodic replenishment. fourth,

motivation is a tool with which managers can use in organizations.If managers

know what drives the people workers to perform by fulfilling or appealing to

their needs.To Olajide (2000),”it is goal-directed, and therefore cannot be

outside the goals of any organization whether public,private,or non-profit”.

Strategies of Motivating Workers

Bernard in Stoner, et al. (1995) accords dye recognition to the workers

saying that,”the ultimate test of organizational success is its to create values

sufficient to compensate for the burdens imposed upon resources

contributed.”Bernard looks at workers, in particular librations, in an organized

endeavor,putting in time era of the information superhighway, employers of

information professionals or librarians must be careful to meet their needs.

Otherwise, they woll discover they are losing their talented and creative

professionals to other organizations who are ready and willing t meet their

needs and demands. the question here is what strategies can used to motivate

information professionals, particularly librations? The following are strategies:

salary,wages and conditions of service: To use salaries as a motivator

effectively, personnel managers must consider four major components of a

salary structures. These are the job rate, which relates to the importance the

prganization attaches to each job; payment, which encourages workers or

groups by rewarding them accor ding to theier perfoemance personal or special

allowances, associated with factors such as scarcity of particular skills or vertain

categories of information professionals or librarians, or It is also important to

ensure that the prevailing pay in other library or information establishments is

taken into consideration in determining the pay structure of their organization.

money: Akintoye (2000) asserts that money temains the most significant

motivational strategy. As far back as 1911.Frederick Taylor and his scientific

management associate described money as the most important factors in

motivating the industrial workers to achieve greater productivity. Taylor

advocated the establishment of inventive wage systems as a means of

stimulating workers to higher performance, commitment, and eventually

satisfaction. Money possesses significant motivating power in as much as it

symbolizers intangible goals like security ,power prestige, and a feeling of

accomplishment and success.Katz, in Sinclair,et al.(2005) demonstrates the

motivational power of money through the process of job choice. He explains

that money has the power to attract,retain, and motivate individuals towards

higher performance. For instance,if a librarian or information professional has

another job offer which has identical job characteristics with his current job,but

greater financial reward ,that warder would in all probability be motivated to

accept the new job offer.Banjoko(1996)states that many managers use money to

reward or punish workers .This is done through the (e.g.,premature retirement

due to poor performance).The desire to be promoted and earn enhanced pay

may also motivate employees.

staff Training: No matter how automated an organization or a library may be,

high productivity depends on the level of motivation and the effectiveness of the

workforce.Staff training is indispensable is an indespensable strategy for

motivating workere. The library organization must have good training

programme. This will give the librarian or information professional

opportunities for self-improvement and development to meet the challenges and

requirements of new equipment and techniques of performing a task

Information Availability and Communication: One way managers can

stimulate morivation is to give relevant information on the consequences of

their action on others (Olajide,2000).To this researcher it seems that there is no

known organization in which communicate,cooperate,and collaborate with one

another. Information availability brings to bear a powerful peer pressure,where

two or more people running together will runners.By sharing

information,subordinates compete with one another.

Studies on work motivation seem to confirm that it improves

workers’performance and satisfaction.For example,Brown and

Shepherd(1997)examine the charecreristics of the work of teacher-librarians in

four mmajor categories: Knowledge base, technical

skills,values,and beliefs.He reports that they will succeed in meeting this

challenge only if they are motivated by deeply-held values and beliefs regarding

the development of a shared vision. vinokur,jayarantne,and Chess (1994)

examine agency-influenced work and employment conditions, and asses their

impact on social workers’job satisfaction.While Colvin(1998)shows that

financial incentives will get people to do more of what they are

doing,Silverthorne(1996)investigates motivation and managerial styles in the

private and public sector. The results indicate that there is a little difference

between the motivation needs of public and private sector employees, managers,

and non-managers.

Job satisfaction

Locke and Luthan (1976) give a comprehensive definition of job satisfaction as

pleasurable or positive emotional state resulting from the apparaisal of ones job

or job expereience.job satisfaction is a result of employee’s perception of how

well their job provides those things that are verwed as important. According to

(Mitchell and Lasan,1987),it is generally recognezed in the organizational

behaviour field that job satisfaction there are three important demensions to job

satisfaction *Job satisfaction is an emotional response to a job situation.

As such it cannot be seen, it can only be inferred.

* job satisfaction is often determined by how well outcome meet or exceed

expectation. For instance,if organization participants feel that they are working

much harder than others in the department but are receiving fewer rewards they

will probably have a negative attitudes towards the work, the boss and or

coworkers .On the other hand, if they feel they are being treated very well and

are being paid equitably,they are likely to have positive attitudes towards the

job.

*job satisfaction represents several related attitudes which are most important

characteristics of a job about which people have effective response. These to

Luthans are: the word

itself,pay,promotion opportunities, supervision and coworkers.

job satisfaction of the libraian naturally depends on the economically, social and

cultural conditions in a given country (Ebru,1995).A librarian who can get a

sufficient wage will be faced with the problem of maintaining his or her

family’s life. This problem puts the librarian far from being sarisfied. Especially

the social facilities (transportation services,and consumer cooperarives-cash

boxes) are sufficient because of the economec conditions. Low wages add lack

of status and social security affect motivation.job satisfaction cannot be talk of

where there is absence of motivation.job satisfaction of the librarian who has an

important place in the information society will affect the quality of the service

he renders. In this respect, the question of haw the material and moral element

affect the job satisfaction of the librarians gains importance (Ebru,1995).

job satisfaction is so important in that its absence often leads to lethargy and

reduced organizational commitment (Levinson,1997,Moser,1997).Lack of job

satisfaction is a predictor of quitting a job (Alexander,Litchtenstein and

Hellmann,1997;jamal,1997). Sometimes workers may quit from public to the

private sector and vice versa.At the other times the movement is from one

profession to another that is considered a greener pasture.This later is common

in countries grapplign with dwindling economy and its concomitant such as

poor conditions of service and late payment of salaries (Nwagwu,1997

Other researchers (e.g.MacDonald,1996;O’Toole,1980)argue in favour of

the control of job satisfaction by factors intrinsic to the workers. Their

arguments are based on the idea that workers deliberately decide to find

satisfaction in their jobs and perceive them as worthwhile.

Organizational Commitment

A wide variety of definitions and measure of organizational commitment exist.

Beekeri,Randal,and Riegel(1995)defined the term in a three demensions:

1.a strons desire to remain a member of a particular organization;

2.a willingness to exert high levels of efforts on behalf of the organezation;

3.a define belief in and acceptability of the values goals of the organization

To Northeraft and Nealr (1996),commitment is an attitude reflecting an

employee’s loyalty to the organization,and an ongoing process through which

organization members express their concern for the organization and its

continued success and well being.

organization commitment is deterined by a number of factor, including personal

factors (e.g,age,tenure in the orgnization, disposition, internal or external

control attributions); organizational factors (availability lf alternatives). All

these things affect subsequent commitment (North craft and Neale,1996).

Monday, porter and Steer (1982) see commitment as attachment and

loyalty. these authors describe three components of commitment;

• an identification with the goals and values of the organization;

• a desire to belong to the organization;and

• a willingness to display deport on behalf of the organization.

A similar definition of commitment emphasizes the importance of behavior in

creating it. Salancik (1977) conceives commitment as a state of being in which

an individual becomes bound by his actions and it is these actions that sustain

his activities and involvement. From this definition, it can be inferred that three

features of behaviour are important in binding individuals to act; visibility of

acts, the extent to which the outcomes are irrevocable; and the degree to which

the person undertakes the action voluntarily. To Salancik therefore, commitment

can be increased and harnessed to obtain

Based on the multidimensional nature of organizational commitment,

there is growing support for a three-component model proposed by Meyer and

Allen (1991).All three components have implications for the continuing

participation of the individual in the organization. The three components are:

Affective commitment: Psychological attachment to organization.

Continuanvce Commitment : Costs associated with leaving the organization.

Normative Commitment :Perceived obligation to remain with the

organization.

the following research questions were developed to guide the study.

1.What is the relationship between work motivation, job satisfaction?

2.will there be difference in the commitment of library personnel based on their

years of experience?

3.2 DATA COLLECTION

• Primary data

• Secondary data

Primary data

It was collected through questionnaire prepared contains relevant questions that

are both close ended and opened. Individual and group interviews also under

taken with difference consumers,

I have collected mainly the Primary Data for my study by utilizing the

questionnaire and interview methods.

Secondary data

These data are collected from published sources such as Magazines, NEWS

papers, several books, and also from the help of web site

www.hdfcsl.com

(A) Sampling plan of the study:

Sample size:

Sample size refers to number of elements to be included in the study several

qualitative factors should also be taken into consideration when determining the

sample size. These include the nature of research, number of variable, and

nature of analysis, sample size used in similar studies incidence rates,

completion rates, and resources constraints.

During the process of the study, survey has been conducted on 100 retailers.

Sampling method:

The researcher had choice between probability and non probability

sampling methods. In this study a simple non probability method namely

convenience sampling was adopted.

For my study I have selected Non-probability method in which I selected

convincing sampling method.

(B) FIELD WORK:

Survey was done in cadbury

The data was collected over a period of 45 days within using well structured

questionnaire. The respondents were contacted at their respective retail outlets

in various parts of the city.

Editing:

Editing is the process of examining errors when there is some inconsistency in

the responses as entered in the questionnaire or where it contains partial or

vague answers.

Coding:

Coding is necessary to carryout the subsequent operations of tabulating and

analyzing data. If coding is not done, it will not be possible to reduce a large

number of heterogeneous responses into meaningful categories with the result

that the analysis of data would be weak and ineffective and without proper

focus.

Tabulation:

Tabulation comprises sorting of the data into different categories and counting

the number of cases that belong to category the simplest way to tabulate is to

count the number of responses to one question. This is called univeriate

tabulation. Where two or more variables are involved in tabulation, it is called

bivariate or multivariate tabulation. In marketing research projects and generally

both types of tabulation are used.

3.3 PARAMETER USED

For grading the responses Likert scale was used and five responses were given

the numerical grades in the following way.

RESPONSES GRADES GIVEN

SA = strongly agree 5

A = agree 4

NO = no opinion 3

DA = disagree 2

SDA = strongly disagree 2

Tabular representation of feedback

Question

no.

No of

responses

as SA

No of

responses

as A

No of

responses

as No

No of

responses

as DA

No of

responses

as SDA

Score

Obtained out

of 125

1 5 20 60

2 25 100

3 5 5 15 45

4 5 20 62

5 14 1 10 79

6 10 15 70

7 25 125

8 10 15 110

9 15 10 74

10 24 1 124

11 13 12 76

TOTAL 59 108 1 92 15 925

Following parameter was used to decide the level of motivation.

Score gained on likert scale Level of motivation

Below 50% Pathetic

Between 50-70% Poor

Between 70-90% Good

Above 90% Average

On the basis of the above scales and parameters it is found that in Cadbury the

level of motivation is lying in the range of poor.

For finding the factors behind this unexpected result another survey was done in

the form of interviews to know the view of management about the above and

the responses were gathered during the formal discussion.

3.4 GRAPHICAL REPRESENTATION OF THE

RESPONSES ( PIE CHARTS )

QUESTION ( 1)

1

2

QUESTION ( 2)

1

2

QUESTION (3)

1

2

QUESTION ( 4)

1

2

QUESTION ( 5)

1

2

QUESTION ( 6)

1

2

QUESTION (7)

1

2

QUESTION ( 8)

1

2

QUESTION (9)

1

2

QUESTION ( 10)

1

2

QUESTION ( 11)

1

2

QUESTION ( 12)

1

2

Do you ? Yes No

1. Thank personally, timely, often & sin cerely N

2. Take time to meet and listen to staff N

3. provide feedback N

4. Encourage new ideas and initiative Y

5. Explain how employee fits into organization’s Y N

6. Involve employees in decisions N

7. Provide ownership in their work

8. Recognize, reward, and promote based on

performance

Y

9. Give chance to learn new skills Y

10. Celebrate successes !!!! Y

11. Encourage teem work N

The above response were given on the basis of availability of the plan for each

in the table.

Chapter 4 Conclusion and Suggestions

4.1 FINDINGS

According to the four ARCS categories and determines whether subjects

are under or over motivated in each case.

• ATTENTION – People may be bored and not paying attention OR they

may be over stimulated by requirements and are paying attention to too

many things at once.

• RELEVANCE – People may have been placed in jobs in which they

have no intrinsic interest, or jobs that hold no promise of advancement on

their desired career paths. By contrast, unnecessary mistakes can result

when one’s career path depends solely on one’s success with a specific

task in a current job.

• CONFIDENCE – Can be too high or too low, Low confidence people

may have the skills but may lack the persistence when the tasks become

challenging. High confidence people may have less skill or ability than

they think making them cocky. A result is resitance to learning and

making mistakes without noticing or understanding that they have done

so.

• SATIFACTION- Dissatisfaction can result from expectations that were

too negative or positive. For this reason, it is most appropriate to talk

about satisfaction potential when doing audience analysis. When people

are put into an undesired situation, their satisfaction potential is often

low, no mater how god the experience proves to be. By contrast, those

who believe a given job opportunity is going to be perfect in every way

are often disappointed with the reality.

4.2 SUGGESTION

Following is the guideline suggested for the organization

Developing a Motivational system.

This chapter provides an overview of major influences on motivation, as well as

guideline for designing motivational systems. It describes the major components

of human motivation that must be considered in the process of either selecting

appropriately motivated people or creating a motivating environment. It also

describes a problem solving approach to developing motivational conditions.

The material incorporates the systems approach used in the ARCS model but

extends it to the environment of performance improvement.

Motivated Person

A person who is motivated to work, for example, is one who:

Finds sources of variety and curiosity in the job regards the job as personally

meaningful and as contributing to the fulfillment of important goals finds

challenges in the work has the confidence to be stimulated by these challenges

and gains feelings of satisfaction and respect in addition to extrinsic rewards.

Motivation

Can be viewed from a holistic perspective – as one of the factors that influence

human performance and that can be positively influenced by the design of a

motivational system. Is not really a nebulous, uncontrollable human

characteristic can be seen as a manageable part of a comprehensive approach to

improving and sustaining desirable human performance.

Role of motivation of Performance

Motivation is one of three major influences on performance; capability and

opportunity are the other two. The amount and quality of a person’s

performance are determined by whether s/he has these kinds of stimuli and

support. Elements of all three must be present for people to have a positive level

of performance.

1. internal motivation and motivational support from the environment

(motivation)

2. knowledge and skills needed to do the job (capability)

3. tools, resources, conducive working conditions, feedback, and other

environmental factors that make it possible to do the job properly and well

(opportunity).

Basic Concepts and Terminology

When considering a process of either selecting appropriately motivated people

or creating a motivating environment, the HP technologist should understand

three assumptions that underlie systematic motivational design.

1. people’s motivation can be influenced by external events.

2. motivation of performance is a means, not an end.

3. systematic design and implementation can predictably and measurably

influence motivation.

Components of Motivation (ARCS Model)

Holistic approachs like the ARCS model are grounded in the research literature

on human motivation and its ability to integrate successful practices within

motivational categories. The systematic motivational design process has been

validated in numerous contexts. The four major categories and a number of

subordinate ones can be used to represent the components of human motivation:

Developing a Motivational System

The ARCS model is an example of how to develop a holistic motivational

system for workplace and classroom settings. Motivational systems must solve

motivation problems AND sustain desirable levels of motivation. There are

following steps organized in.

Steps in Motivational Design

1. Course information

2. Audience information

3. Audience analysis

4. Course analysis

5. Objectives and measures

6. Preliminary design

7. Final design

8. Development and testing.

9. Analysis

10. Design

11. Implementation and evaluation

4.3 LIMITATION & METHODOLOGY

Attention : Strategies for arousing and sutainign curiosity and interest

Perceptual Arousal What can I do to capture their interest ?

Learn : Ask question; create paradox; stimulate inquiry .

Work : Provide stimulation.

Relevance : Strategies that link to learner’s / employee’s needs, interests, and

motives Goal Orientation how can I best meet my learner’s /employee’s need?

Learn: Develop goals with learners, demonstrate utility of instruction .

Work: Develop the perception of being best at something: set goals with

employees motive Matching How and when can I provide my

learners/employees with appropriate choices,

Responsibilities, and influences ?

Learn: Use authentic exercises; match individual and group activities to

learning styles.

Work: Use competition based on standards defined by benchmarks or internal

expectations.

Familiarity how can I tie the instruction to the learner’s /employee’s

experience?

Learn: Use concrete examples and analogies to relate material to learner’s

lives.

Work : Provide ways for employees to work cooperatively to achieve goals.

Confidence : Stratetgies that help students/employees develop positive

expectations.

Performance

Requirements

How can I assist in building a positive expectation for success?

Learn: Explain learning requirements, criteria for success and assessments

Work: Share control in where worker can be responsible for achieving goals

Success :

Opportunities

How will the learning experience support or enhance the student’s/employee’s

beliefs in their competence?

Learn: Provide frequent and varied experiences that increase learning success

Work: Build your belief that you can lead your employees to success (Self-

fulfilling prophecy)

Personal Control how will the learners/employees clearly know their success is

based upon their.

Effots and abilities?

Learn: Give learners chance to make decisions and help them associate success

to effort and ability.

Work: Set challenging but achievable goals and quotas

Satisfaction : Strategies that provide extrinsic and intrinsic reinforcement ofr

effort.

Natural

Consequences

How can I provide meaningful opportunities for learners/employees to use their

newly acquired knowledge/skill?

Learn: Give learners opportunities to use new skills in natural, authentic

settings.

Works: Give employees feedback related to their personal growth and

meaningfulness of effort.

Positive

Consequences

What will provide reinforcement to the learner’s/employee’s success?

Learn: Use praise, positive feedback when appropriate, symbolic rewards, and

incentives.

Work: Use symbolic rewards that are recognized and valued by other; use

incentives.

Equity how can I assist the students/employees in anchoring a positive feeling

about their.

Accomplishments?

Learn: Use fair testing and grading practices, and be sure tests are authentic.

Work : Provide incentives and feedback consistently and fairly.

4.4 CONCLUSION

When large sums of money are at stage, employees are discouraged from

sharing thoughts and ideas with their peers. Instead, individuals are keeping

their tentative thoughts to themselves, trying to work out soething really

rewarding. This situation causes a focus on the reward rather than on being

innovative. Further, the obvious risk is that the employee may never arrive at he

groundbreaking conclusion on her own, without intetaction and dialogue with

other humans. This motivates the following proposal: p1: Abandon extrinsic

motivation in form of financial compensation.

Creativity requires an organizational culture that fosters openness,

sharing, and interaction. To establish and maintain such a culture, top

management must “walk the talk” and officially recognize and encourage such

behaviour. Management should further show that risk-taking and failure is okay.

They must understand “the distinction between intelligent failure and stupid

mistakes”. The reward mechanism must be such that all ideas are recognized,

since they all contain something potentially good. While e do not want to

reward mistakes, we should still acknowledge and encourage the imagination

that underpins them. This leads to proposition 2:P2: Officially recognize

creative initiatives and achievements since this is reward in itself. Most people

are prepared to do far more than any manager can possibly ask for if only they

are intrinsically motivated by genuine interest in the work. Frontline-employees

are confronted with new customer.

Requirements and notices new business opportunities much earlier than

does management. By the time an emerging trend has reached top executive

level, been converted to official corporate strategy, and communicated back to

the employees, it may be too late. Instead, seize the opportunity by empowering

the frontline-employees to act autonomously according to proposition 3:P3:

Encourage entrepreneurship by allowing and supporting user-initiated activities.

When deadlines and budgets are cut so tight that the employees barely manage

to do what is expected they have very small chances of beign truly creative.

Creativity requires people to do unexpected things and go beyond what is

planned for. This can be summarized as in our final proposal:

Money and Employee Motivation

Abstract – Research consistently substantiates the effectiveness of financial

incentives on job performance, although companies need to consider the issue

of job quantity versus quality and also be aware of the limitations of financial

incentives. Employees can have vastly different motives for acquiring wealth –

including using money to fulfill psychological needs. Thus, it is not surprising

that money alone is less an effective motivator for employees than when it is

used in conjunction with non-financial reinforcements. We review the nuances

of financial incentives and make basic recommendations that can form the basis

of best practice compensation and incentive policies.

“Acceptance is more important to me than money”

Understanding Materialism

Materialism is defined simply as when a person values money, wealth and

possessions over other things in life. Studies have consistently shown that a

materialistic focus in life is associated with a lower psychological well-being.

Even though individuals who are very poor financially demonstrate increased

happiness when their income rises, intensity of desire for wealth remains

negatively correlated with psychological wellbeing.

Financial Incentives in the Workplace

No one works for free, nor should they. While pursuing money based on

negative motives can lead to a poorer psychological well-being, this is not the

same as pursuing money to provide securityand comfort for oneself and family.

Obviously, employees want to earn fair wages and salaries, and employers want

their workers to feel that is what they are getting. To that end, it is logical that

employees and employers alike view money as the fundamental incentive for

satisfactory job performance.

“Show me the money, show me respect and show me attention or show me the door.”

Questionnaire

QUESTIONNAIRE

1. My job is interested.

a. SA

b. A

c. NO

d. DA

e. SDA

2. My boss is supportive.

a. SA

b. A

c. NO

d. DA

e. SDA

3. The work I do is recognized and appreciated by superiors.

a. SA

b. A

c. NO

d. DA

e. SDA

4. My job contains responsibilities.

a. SA

b. A

c. NO

d. DA

e. SDA

5. Working conditions are good in premises.

a. SA

b. A

c. NO

d. DA

e. SDA

6. There are opportunities to grow and learn new

a. SA

b. A

c. NO

d. DA

e. SDA

7. My job is secure

a. SA

b. A

c. NO

d. DA

e. SDA

8. My salary is at par with others in the industry

a. SA

b. A

c. NO

d. DA

e. SDA

9. I have the authority up to some extent

a. SA

b. A

c. NO

d. DA

e. SDA

10. Co-workers are supportive.

a. SA

b. A

c. NO

d. DA

e. SDA

11. I get the feed back of my performance and try to improve it.

a. SA

b. A

c. NO

d. DA

e. SDA

A questionnaire was prepared after discussing with the management. The

questionnaire was based upon the need hierarchy theory of motivation given by

fallow.

SA = strongly agree

A = agree

NO = no opinion

DA = disagree

SDA = strongly disagree

Bibliography

BIBLIOGRAPHY

BOOKS AND PERODICALS :

1. ORGANIZATION BEHAVIOUR BY STEPHANS ROBINSON

2. HUMAN RESOURCE MANAGEMENT BY ASHWATHAPA

3. RESEARCH METHODOLOGY BY C.R. KOTHARI

4. RESEARCH METHODOLOGY BY S. THANULINGUM

5. HUMAN RESOURCE MANAGEMENT BY LUTHANS

WEB SITES VISITED

www.goolge.com

www.cadbury.com

www.motivation.com