MAJOR PROJECT REPORT ON

EMPLOYEES MOTIVATION AT

HCL ENTERPRISE

SUBMITTED BY ABHISHEK BHARDWAJ Enrollment no. 02419201710

STUDENT OF

LINGAYAS LALITA DEVI INSTITUTE OF MANAGEMENT & SCIENCESMANDI ROAD, NEW DELHI-110047

FOR THE PARTIAL FULFILLMENT OFBACHELOR IN BUSINESS MANAGEMENT

UNDER THE SUPERVISIONOF PRANAV MISHRA (Project Guide)

SUBMITTED TO

DECLARATIONI hereby declare that the project work entitled EMPLOYEES MOTIVATION submitted to the GGSIPU, is a record of an original work done by me under the guidance of PRANAV MISHRA, HOD,BBA, Lingayas lalita devi Institute of Management & Science, Mandi and this project work has not performed the basis for the award of any Degree to the best of my knowledge.

ABHISHEK BHARADWAJ02419201710

[SIGNATURE OF STUDENT]

ACKNOWLEDGEMENT

I owe a great many thanks to a great many people who helped and supported me during the writing of this report. My deepest thanks to Lecturer, PRANAV MISHRA(the Guide of the project for guiding & the HOD of, BBA) for correcting various documents of mine with attention and care. He has taken pain to go through the project and make necessary correction as and when needed. Thanks and appreciation to the helpful people at HCL, for their support. I would also like to thank my Institute and my faculty members without whom this project would have been a distant reality.

INTRODUCTION

HCLis a global technology and IT Enterprise that operates in 31 countries. Its headquarters is inNoida,India. The company comprises two publicly listed companies,HCL TechnologiesandHCL Infosystems.HCL was focused on addressing the IT hardware market in India for the first two decades of its existence with some activity in the global market.On termination of the joint venture withHPin 1996, HCL became an enterprise comprising HCL Technologies and HCL Infosystems. HCL Technologies focuses on the global IT services market, whereas HCL Infosystems focuses on the IT hardware market in India and inAPACcountries. HCL has since then operated as a holding company.

Objective of the study

i. To understand the dynamics of behavior of people working in an organization.ii. To try to answer the question- what motivates the worker or manager in an organization.iii. To get engaged in the practical experience of the Human Capitals integration with the work environment.iv. To recommend develop a model towards HCL effectiveness.v. To enhance my HR professional understanding through experiential learning.vi. To measure employees satisfaction level.vii. To improve overall satisfaction and retention.

Scope of the Study;The report is limited to HCL ltd, as I laid physical and psychological study efforts within its precincts.

HISTORY

In 1976,Shiv Nadar,Arjun Malhotra, Subhash Arora, Badam Kishore Kumar, T.V Bharadwaj and Arun Kumar H jointly started a company named Microcomp Limited.The focus of the company was design and manufacturing of scientific calculators. The venture provided its founders money to start a company that focused on manufacturing computers. The company name "HCL" used to stand for "Hindustan Computer Limited" but now HCL is the only one name that the company goes by. HCL received support from theGovernment of Uttar Pradeshto set up manufacturing in Noida. On February 1st 2013, Nadar announced that he would step down as chairman of HCL Corporation and his daughter Roshni Nadar would become the next chairman. The 35 year old enterprise, founded in 1976, is one of India's original IT garage start ups. Its range of offerings span R&D and Technology Services, Enterprise and Applications Consulting, Remote Infrastructure Management, BPO services, IT Hardware, Systems Integration and Distribution of Technology and Telecom products in India. The HCL team comprises 93,000 professionals of diverse nationalities, operating across 31 countries including 505 points of presence in India. HCL has global partnerships with several leading Fortune 1000 firms, including several IT and Technology majors.

Leadership

Shiv Nadar was born and raised in mofussil Tamil Nadu, in an India awakening to its first Prime Minister, Jawaharlal Nehrus Tryst with Destiny. Studying his way through the Indian schooling and graduate system, a scholastically-gifted Nadar confronted both the harsh realities and the opportunities of a struggling Indian state before he saw his first big town, Chennai, at the age of 21. His story is both a reflection of the times he lived in as well as the future that he always dreamt of shaping.

Nadar was part of the elite DCM management trainee system where he met several of the people with whom he was soon to impact an entire industry as a pioneer of modern computing. In 1976, eight young men left DCM to create HCL in a Delhi Barsati akin to a garage startup with a compelling vision that the microprocessor would change the world.

A visionary, Nadar made HCL an engine of invention turning dreams into reality. HCL, under Nadars leadership, revolutionized Indian technology and product innovation with many world firsts to its credit the first 8-bit microprocessor-based computer in 1978, the first Relational Database Management System in 1983 before some of its global peers, client- server architecture in 1984, worlds first fine-grained multi-processor UNIX installation in 1989, among others. A pioneer in Remote Infrastructure Management, HCL was instrumental in implementing and managing the infrastructure backbone of one of Indias tallest financial institutions the National Stock Exchange. HCL played a key role in supporting Indias telecom revolution through the creation of the largest mobile distribution network with Nokia. HCL Technologies, which spun out of HCLs R&D unit, is currently a top IT services company in India and a global leader in Engineering & R&D Services with a game changing business model.

Nadar has made daring forays based on his conviction of the future. HCL created several valuable Joint Ventures and alliances with marquee partners such as Hewlett Packard, Cisco, Perot Systems, Deutsche Bank and Toshiba among others, to emerge as a global technology enterprise. In the last three decades, HCL has evolved into a $6.3-billion global enterprise with over 100,000 professionals from 102 diverse nationalities, and addresses customers in 70 countries, including over 500 points of presence in India.

In 1994, Nadar established what he believed was closest to his heart - the philanthropic Shiv Nadar Foundation and created its first initiative in Chennai, the SSN Institutions, that is a top ranked engineering college. Today the Foundation is a significant driver of social change and transformational education through its landmark institutions spanning the entire education spectrum from schools to universities. VidyaGyan, an innovation in school education, reaches out to the top of the bottom of the pyramid and creates leaders from across the cross-section of the society. A young and a unique research-led interdisciplinary university, the Shiv Nadar University has been identified as Indias first Ivy League institution.In recognition of his pioneering role in business and philanthropy in India and across the globe, Nadar has received several honours and accolades, notable being the Padma Bhushan from the President of India.Shiv Nadar often says that he is a product of education. He is restless, passionate and a creative institution builder who also likes to quote Andy Grove by stating Only the Paranoid Survive.Nadar stays in Delhi with his wife Kiran. Kiran Nadar, an internationally renowned bridge player and an avid art collector, has established the iconic Kiran Nadar Museum of Art, Indias largest private philanthropic art museum.

MOTIVATION AND ITS MEANING

Motivation is the basic psychological process. None would deny that it is the most important process in the more micro approach to the organization behavior.

Many people equate the causes of behavior with motivation. Causes of behavior are much broader and more complex than can be explained by motivation alone. Hence motivation should never be under-rated.

Along with Perception, Personality and Learning, Motivation is a very important process in understanding a behavior. It must be remembered that, motivation should not be taken for granted as the only explanation of behavior. It acts and interacts on conjunction with other mediating process and the environment. It must also be remembered that like any other mediating process or environment, motivation cannot be seen. Motivation is invisible. What all can be seen is the behavior.

Motivation is the hypothetical construct that is used to help explain behaviour. Hence it should never be equated with the behaviour.

The Meaning Of Motivation

Today many people in the society including laymen and scholars have their own definition of motivation, containing one or more of the following terms therein;

Desires /Wants Wishes, Aims, Goals, Needs, Drives, Motives and Incentives.

Technically motivation can be traced to Latin word Movere that means to move.

Definition

A motive is an inner state that energizes, actuates, activates or moves (Hence motivation) that directs or channels the behavior towards the goals.

A motive is restlessness, a lack of you, a force. Once in grip of a motive the organism does something. It most generally does something to reduce the restlessness, to remedy the lack, to alleviate you to mitigate the force.

Many people know motivation as the driving force behind an action. This is probably the simplest explanation about motivation. Motivation can be considered the state of having encouragement to do something.

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

There is no one thing that motivates people to perform certain actions. People are different, so it follows that their motivations have to be different.

The key to understanding the motivation seems to lie in the meaning and relationship between needs, drives and goals.

Basic motivation process sets-up drives to accomplish goals. Conclusively, motivation can be defined as the willingness to exert high levels of efforts to reach organization goals, conditioned by the efforts ability to satisfy some individual needs.

BASIC MOTIVATION PROCESS

Needs Drives Goal

(Deprivation) (Deprivation with direction) (Reduction of drives)

Needs

A need can be defined as an internal state that makes certain outcomes appear attractive. (Or simply deficiency)An unsatisfied need creates tension that stimulates drives within an individual.For example a need exists when a cell in the body is deprived of food and water. (Hunger and thirst)

Drives

A drive can be simply defined as a deficiency with direction. Drives are action oriented and providing an energizing thrust toward goal accomplishment. They are at the very heart of the motivational process. These drives generate behavior to find particular goals. The examples of the needs for food and water are translated into hunger and thirst drives.

Goals

A goal in the motivation cycle can be defined as anything that will alleviate a need and reduce it to drive. Goal if attained will satisfy the need and reduce the tension.Thus attaining a goal tend to restore physiological and psychological balance and will reduce or cut-off to the drive.

(Exhibit-the motivation process)

Reduction of needSatisfied need Search behaviorDrivesTensionUnsatisfied need

TYPES OF MOTIVATION

PRIMARY / PHYSIOLOGICAL MOTIVES: -

Psychologists do not totally agree on how to clarify various human motives but they would acknowledge that some motives are unlearned and physiologically based. Such motives are variously called physiological, biological, unlearned or the primary.The use of the term Primary Motives does not imply that said group of motives always takes precedence over General & Secondary group of motives.Although the precedence of Primary motives is implied in some motivation theories and there are many situations in which general and secondary motives predominate over primary motives. Common examples include celibacy among priests and fasting for a religious, social or a political cause. In both of these cases learned secondary motives are stronger than unlearned primary motives.

The criteria must be met in order for a motive to be included in the primary classification, i.e. it must be unlearned and must be physiologically based. Thus defined the most commonly recognized primary motives include Hunger, Thirst, Sleep, and Avoidance of pain, Sex and Material concern.

GENERAL MOTIVES: -

A separate classification for general motives is not always given. Yet such a category became necessary because there are a number of motives which lie in a grey area between the Primary and Secondary classification. To be included in a general category, a motive must be unlearned but not physiologically based. Although not all psychologists would agree, the motivation of competence, curiosity, manipulation, activity and affection seem to best meet the criteria for said classification. An understanding of these general motives is crucial to the study of human behavior, especially in organizations. These are more relevant to Organizational Behavior than the Primary Motives.

SECONDARY MOTIVES: -

These motives are clearly tied to learning concepts. A motive must be learned to be included in the secondary classification. Numerous important human motives meet this criterion. Some of the more important ones are the Power, Achievement and Affiliation.Security and Status are also important secondary motives. Others include change motivation, fear, incentive and socialization.

POWER MOTIVE: -

The leading advocate of the power motive was Alfred Adler.To explain the power need the need to manipulate others or the drive for superiority over others. Adler developed the concepts of inferiority complex and compensation. He felt that every small child experiences a sense of inferiority. Whenever this feeling of inferiority is combined with what he sensed an innate need for superiority, the two rules all the behavior. The persons lifestyle is characterized by striving to compensate for feeling of inferiority which is combined with the innate drive for power.The power motive has significant implications for organizational leadership and behavior and for the informal political aspects of organizations. It has emerged as one of the most important dynamics in the study of organizational behavior.

ACHIEVEMENT MOTIVE: -

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

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

In most simple manner, Achievement Motive can be expressed as a desire to perform in terms of excellence or to be successful in competitive situations.

THE AFFILIATION MOTIVE: -

The affiliation motive though very complex, plays a very vital role in human behavior. Sometimes affiliation is equated with social motive and / or group dynamics. The affiliation motive is neither as broad as is implied by the definition of Social Motives nor as comprehensive or complex as is implied by definition of group dynamics.According to Hawthorn studies, the importance of affiliation motive in the behavior of organization participants has been very clear. Employees especially rank and file employees have a very intense need to belong to and be accepted by a group.This affiliation motive is an important part of group dynamics.

STATUS OR PRESTIGE MOTIVE: -

Dr. Saul W Gellerman is a renowned psychologist and a member of American Psychological Association. He is Manager of Personnel Research IBM World Trade Corporation. In one of his books MOTIVATION & PRODUCTIVITY says that: -

A mans prestige is in other words is how he expects to be treated and it has therefore a definite effect on how comfortably, conveniently and efficiently he can expect to get along the life. Prestige is conferred by the society and not elected by an individual to suite to his taste. High prestige is often as much a matter of low status people wanting to put someone on a pedestal or platform.

FEAR MOTIVATION: -

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

INCENTIVE MOTIVATION: -

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

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

ATTITUDE MOTIVATION: -Attitude motivation is how people think and feel. It is their self confidence, their belief in them-selves, their attitude to life. It is how they feel about the future and how they react to the past.

SOCIALIZATION: -

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

CHANGE MOTIVATION: -

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

IMPORTANCE OF MOTIVATION

i. Motivated employees are always looking for better was to do a job. It is responsibility of managers to make employees look for better ways of doing their jobs.ii. A motivated employee, generally, is more quality oriented. This is truth whether we are talking of top manager spending extra time on data gathering and analysis for a report, or a clerk taking extra care when filling important documents.iii. Highly motivated workers are more productive than apathetic workers. e.g. the highly productivity Japanese workers and the fact that fewer workers are needed to an automobile in Japan than elsewhere in the world.iv. Every organization requires human resources, in addition to financial and physical resources for it to function. Three behavioral dimension of HR are significant to the organization_ (a) people must be attracted not only to join the organization but also to remain in it. (b) people must perform the tasks for which they are hired and they must do so in a dependable manner, and (c) people must go beyond these roles and engage in some form of creative, spontaneous, and innovative behaviour at work.v. Yet another reason why increasing attention is paid towards motivation can be found in the present and future technology required for production.

THEORIES OF MOTIVATION

1) Contribution of Robert Owen:Though Owen is considered to be paternalistic in his view, his contribution is of a considerable significance in the theories of Motivation. During the early years of the nineteenth century, Owens textile mill at New Lanark in Scotland was the scene of some novel ways of treating people. His view was that people were similar to machines. A machine that is looked after properly, cared for and maintained well, performs efficiently, reliably and lastingly, similarly people are likely to be more efficient if they are taken care of. Robert Owen practiced what he preached and introduced such things as employee housing and company shop. His ideas on this and other matters were considered to be too revolutionary for that time.

2) Jeremy Benthams The Carrot and the Stick Approach:Possibly the essence of the traditional view of people at work can be best appreciated by a brief look at the work of this English philosopher, whose ideas were also developed in the early years of the Industrial Revolution, around 1800. Benthams view was that all people are self-interested and are motivated by the desire to avoid pain and find pleasure. Any worker will work only if the reward is big enough, or the punishment sufficiently unpleasant. This view - the carrot and stick approach - was built into the philosophies of the age and is still to be found, especially in the older, more traditional sectors of industry.The various leading theories of motivation and motivators seldom make reference to the carrot and the stick. This metaphor relates, of course, to the use of rewards and penalties in order to induce desired behavior. It comes from the old story that to make a donkey move, one must put a carrot in front of him or dab him with a stick from behind. Despite all the research on the theories of motivation, reward and punishment are still considered strong motivators. For centuries, however, they were too often thought of as the only forces that could motivate people.At the same time, in all theories of motivation, the inducements of some kind of carrot are recognized. Often this is money in the form of pay or bonuses. Even though money is not the only motivating force, it has been and will continue to be an important one. The trouble with the money carrot approach is that too often everyone gets a carrot, regardless of performance through such practices as salary increase and promotion by seniority, automatic merit increases, and executive bonuses not based on individual manager performance. It is as simple as this : If a person put a donkey in a pen full of carrots and then stood outside with a carrot, would the donkey be encouraged to come out of the pen ?The stick, in the form of fearfear of loss of job, loss of income, reduction of bonus, demotion, or some other penaltyhas been and continues to be a strong motivator. Yet it is admittedly not the best kind. It often gives rise to defensive or retaliatory behavior, such as union organization, poor-quality work, executive indifference, failure of a manager to take any risks in decision making or even dishonesty. But fear of penalty cannot be overlooked. Whether managers are first-level supervisors or chief executives, the power of their position to give or with hold rewards or impose penalties of various kinds gives them an ability to control, to a very great extent, the economic and social well-being of their subordinates.3) Abraham Maslows Need Hierarchy Theory: One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator.As per his theory these needs are:(i) Physiological needs:These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work.(ii) Security or Safety needs:These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm.(iii) Social needs:Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship.(iv) Esteem needs:According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention.(v) Need for self-actualization: Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming, it includes growth, achieving ones potential and self-fulfillment. It is to maximize ones potential and to accomplish something.

As each of these needs is substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level.Maslows need theory has received wide recognition, particularly among practicing managers. This can be attributed to the theorys intuitive logic and ease of understanding. However, research does not validate this theory. Maslow provided no empirical evidence and other several studies that sought to validate the theory found no support for it.4) Theory X and Theory Y of Douglas McGregor:McGregor, in his book The Human side of Enterprise states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. After viewing the way in which the manager dealt with employees, McGregor concluded that a managers view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behavior towards subordinates according to these assumptions.Under the assumptions of theory X:1. Employees inherently do not like work and whenever possible, will attempt to avoid it. 1. Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals. 1. Employees avoid responsibilities and do not work till formal directions are issued. 1. Most workers place a greater importance on security over all other factors and display little ambition. In contrast under the assumptions of theory Y:1. Physical and mental effort at work is as natural as rest or play. 1. People do exercise self-control and self-direction and if they are committed to those goals. 1. Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization. 1. That the way the things are organized, the average human beings brainpower is only partly used. On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word authoritarian suggests such ideas as the power to enforce obedience and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization.However, this theory has been criticized widely for generalization of work and human behavior.

5) Contribution of Rensis Likert:Likert developed a refined classification, breaking down organizations into four management systems.1st System Primitive authoritarian2nd System Benevolent authoritarian3rd System Consultative 4th System ParticipativeAs per the opinion of Likert, the 4th system is the best, not only for profit organizations, but also for non-profit firms.

6) Frederick Herzbergs motivation-hygiene theory:Frederick has tried to modify Maslows need Hierarchy theory. His theory is also known as two-factor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfiers for employees at work. In- trinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his theory on the question: What do people want from their jobs? He asked people to describe in detail, such situations when they felt exceptionally good or exceptionally bad. From the responses that he received, he concluded that opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He states that presence of certain factors in the organization is natural and the presence of the same does not lead to motivation. However, their non-presence leads to demotivation. In similar manner there are certain factors, the absence of which causes no dissatisfaction, but their presence has motivational impact.

Examples of Hygiene factors are:Security, status, relationship with subordinates, personal life, salary, working conditions, relationship with supervisor and company policy and administration.Examples of Motivational factors are:Growth prospects, job advancement, responsibility, challenges, recognition and achievements.

7) Contributions of Elton Mayo:The work of Elton Mayo is famously known as Hawthorne Experiments. He conducted behavioral experiments at the Hawthorne Works of the American Western Electric Company in Chicago. He made some illumination experiments, introduced breaks in between the work performance and also introduced refreshments during the pauses. On the basis of this he drew the conclusions that motivation was a very complex subject. It was not only about pay, work condition and morale but also included psychological and social factors. Although this research has been criticized from many angles, the central conclusions drawn were:1. People are motivated by more than pay and conditions. 1. The need for recognition and a sense of belonging are very important. 1. Attitudes towards work are strongly influenced by the group.

8) Vrooms Valence x Expectancy theory:The most widely accepted explanations of motivation have been propounded by Victor Vroom. His theory is commonly known as expectancy theory. The theory argues that the strength of a tendency to act in a specific way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual to make this simple, expectancy theory says that an employee can be motivated to perform better when there is a belief that the better performance will lead to good performance appraisal and that this shall result into realization of personal goal in form of some reward. Therefore an employee is:Motivation = Valence x Expectancy. The theory focuses on three things:1. Efforts and performance relationship 1. Performance and reward relationship 1. Rewards and personal goal relationship This leads us to a conclusion that:

9) The Porter and Lawler Model:Lyman W. Porter and Edward E. Lawler developed a more complete version of motivation depending upon expectancy theory.

Actual performance in a job is primarily determined by the effort spent. But it is also affected by the persons ability to do the job and also by individuals perception of what the required task is. So performance is the responsible factor that leads to intrinsic as well as extrinsic rewards. These rewards, along with the equity of individual leads to satisfaction. Hence, satisfaction of the individual depends upon the fairness of the reward.

10) Clayton Alderfers ERG Theory:Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model named ERG i.e. Existence Relatedness Growth. According to him there are 3 groups of core needs as mentioned above. The existence group is concerned mainly with providing basic material existence. The second group is the individuals need to maintain interpersonal relationship with other members in the group. The final group is the intrinsic desire to grow and develop personally. The major conclusions of this theory are:1. In an individual, more than one need may be operative at the same time. 1. If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies. 1. It also contains the frustration-regression dimension.

11) McClellands Theory of Needs:David McClelland has developed a theory on three types of motivating needs:1. Need for Power 1. Need for Affiliation 1. Need for Achievement Basically people for high need for power are inclined towards influence and control. They like to be at the center and are good orators. They are demanding in nature, forceful in manners and ambitious in life. They can be motivated to perform if they are given key positions or power positions.In the second category are the people who are social in nature. They try to affiliate themselves with individuals and groups. They are driven by love and faith. They like to build a friendly environment around themselves. Social recognition and affiliation with others provides them motivation.People in the third area are driven by the challenge of success and the fear of failure. Their need for achievement is moderate and they set for themselves moderately difficult tasks. They are analytical in nature and take calculated risks. Such people are motivated to perform when they see atleast some chances of success.McClelland observed that with the advancement in hierarchy the need for power and achievement increased rather than Affiliation. He also observed that people who were at the top, later ceased to be motivated by this drives.

12) Equity Theory: As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs. People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. Accordingly:

If people feel that they are not equally rewarded they either reduce the quantity or quality of work or migrate to some other organization. However, if people perceive that they are rewarded higher, they may be motivated to work harder.TO SUM UP:- All the popular motivation theories have their flaws and detractors, but they do give us an insight into some of the mechanisms at work in day-to-day organisational life. A number of key messages ring true: firstly, people are not automatons and their reasons for behaving in a certain way are more complex than just money or laziness. Secondly, different people are motivated differently there is no such thing as a simple, all-encompassing solution. Thirdly, it's important to get the work environment right if you want to get the most from people; and finally, managing perceptions and expectations is very important if you want to help people get the most from their work.

NEED FOR THIS STUDY: -Motivation is a basic psychological process which is a paramount importance to organization behavior and HRD processes. In this modern and high-tech era of advancements, the expectations of individuals and the organizations have reached to a very high level.Organizations have shown their care, concern and interest not only towards improvements and growth of the organization alone but also towards the improvement of each individual participant through various HRD programs.The investigator thus desires to assess the motivation level of the employees of such organization with high technology, having their own HRD Departments into operation. The aim is to study and suggest possible ways for the mitigation of any such problems that may be hindering the desired smooth functioning of the organization.The investigator is not only confident, rather he knows that organization under study is convinced and committed to the concept and philosophy of HRD and hence has its own exclusive well established HRD Department into operation.Since the inception/beginning this organization has expanded and grown at the great rate. The capacity utilization is >100%. The organization is happy and satisfied that its efforts made it achieve its goals.We should know the level of motivation what it is today and where we stand. Then by looking back wherefrom we originally started, we can get the ways and means to further improve the motivation levels of individuals in the interest of human values and the organization as a whole.In the past most of the studies on motivation have been carried out with a view to link them up with organizational variables like productivity, satisfaction etc. But hardly any studies have been made on motivation with a view to promoting growth and development after ascertaining the motivation potential of higher level personnel in organizations, with a strong commitment to promoting growth and development through Human Resource Development. Hence is the need for present study.

RESEARCH METHODOLOGY

This project report is based on primary as wellas secondary data.PRIMARY DATA:"The primary data is the data collected afresh & first time and happens to be thefirst hand information."OR" The primary data is data which is collected by researcher directly from the respondents"

There are various methods ofprimary data collection, such as:1. Observation method2. Interview method3. Questionnaire4. Schedules etc.

Sample size:It means the number, of persons or items selected from the universe to constitute a sample. And the sample Size is 10.

Sampling technique:It refers to the method to be applied / the technique to be used in Selecting the Sample. The technique used may be deliberate or purposive sampling, random sampling, systematic sampling, stratified sampling, area sampling, and extensive sampling.

The sampling technique applied for this project report is Simple random technique

Tools for data collection:The tools / methods used to collect primary data for this research report are through:1. Telephonic interviews.2. Personal face-to-face interview.3. Oral questionnaire method.

SECONDARY DATA:"The data which is collected by someone and gone through the statistical process is called secondary data.

Tools for secondary data collection:The tool / methods used for collecting secondary data for this project report are different websites of manpower, Google , HR reports of the company, company profile magazines etc.

QUESTIONAIREWhat do people want from their jobs?

DATA ANALYSIS & INTERPRETATION

CONCLUSION

Limitation of the study; Most of the top and middle level manager were busy, thus little they could discuss. Language was a limit to some of the employees.Only half of the total questionnaire supplied was received.