Organizational Behaviour Project on Employee Motivation Submitted by

Organizational Behaviour
Project on Employee Motivation
Submitted by :
Sumera Feroze Dervish
Pavan Kumar
Vinod K Kumar
Introduction:
Employee motivation
Motivation is one of the most important factors affecting human behaviour and performance. This is the one of the reason why managers attach great importance to motivation in organizational setting. Lipper has called motivation has the core of management. Effective directing leads to effectiveness, both at organizational and individuals levels. This requires the understanding of what individuals want from the organization. However, what individuals want from the organization has not been fully identified.

Definition:
“motivation is the complex forces starting and keeping a person at work in an organization . Motivation is something that moves the person to action, and continues him in course of action already initiated”.

“motivation refers to the way in which urges, drives, desires, aspirations, strives, or needs direct, control or explain the behaviour of human beings”.

Motivation can be defined in a variety of ways, depending on whom you ask. If you ask someone on the street, you may get a response like, ”it’s what drives us” or ”motivation is what makes us to do the things we do .” as far as a formal definition, motivation can be defined as ”forces within in an individual that account for the level, direction, and persistence of effort expended at work,” according to schemer horn, et al . This is an excellent working definition for use in business.

In order to understand the concept of motivation, we have to examine three terms : motive, motivatingand motivationand theirrelationship.

Study:
The purpose of study is to identify the type of motivation most suited for higher productivity and methods usually adopted for measuring employee’s motivation.

To study the factors affecting the individual performance.

Motive: based on the Latin word mover, motive (need) has been defining s follow;
“A motive is an inner state that energies, actives, or moves (hence motivation), and that directs behaviour towards goals.

There is a difference between needs and wants. It is necessary to know the difference
Between those two terms for every employee. Needs are more comprehensive and include
Desires both physiological needs like social needs, recognition needs, etc, which do not fall under wants.

Motivating:
Motivation is the term which infers that one individual in the association setting, an administrator, incites anther, say worker to take part in real life (work conduct) by guaranteeing that a channel to fulfill the intention end up accessible and open to the person likewise
To channel punch the solid intention toward a path that is fulfilling both the association and the businesses the trough can likewise dynamic the most recent inspiration in people and saddle them in a way that would be work for the association.

Motivation:
While a motive is engineer of action motivation is the canalization and activation of Motives motivation is the work behaviour itself. Motivation depends on motives and motivating therefore, it becomes a complex process.

269748091186000475488091186000189547511404600040690801140460006126480114046000Fig 1: relationship between motive, motivating and motivation
1440180184785Motive
00Motive
3497580184785Motivating
00Motivating
5554980184785Motivation
00Motivation

1247775307975Needs in
00Needs in
3307080224155Activating needs and
Providing need satisfaction
00Activating needs and
Providing need satisfaction
5440680224155Engagement in work
00Engagement in work

Nature of motivating:
Based on the definition of motivation, we can derive its nature relevant for human behaviour in organization.

Following characteristics of motivation clarify its nature:
Based on motives:
Motivation depends on person’s intentions which are inner to the people. These intentions are as sentiments that the individual needs something. So as to defeat this sentiment of fanciness, the representative endeavors to carry on in a way which helps in conquering this inclination.

Affected by motivating:
Motivation is affected by way the individual is motivated. The act of motivating channelizes need satisfaction. Besides, it can also activate the latent needs in the individual, that is, the needs that are less strong and somewhat dormant, and harness them in a manner that would be functional for the organization.

Goal-directed behaviour:
Motivation leads to goal directed behaviour. A goal-directed behaviour is one which satisfies the causes for which behaviour take place. Motivation has profound influence on human behaviour; in the organizational requirements.

Related to satisfaction:
Motivation is related to satisfaction. Satisfaction refers to the contentment experiences of an individual which he drives out of need fulfilment. Thus, satisfaction is a consequence of rewards and punishments associated with the past experiences. It provides means to analyze outcomes already experienced by individual.

Persons motivated in totality:
A person is motivated in totality and not in part. Each individual in the organization is a self-contained unit and his needs are interrelated. These affect his behaviour in different ways. Moreover, feelings of needs and their satisfaction is a continuous process. As such, these create continuity in behaviour.

Complex process:
Motivation is a complex process; complexity emerges because of the nature of needs and the type of behaviour that is attempted to satisfy those needs.

These generate complexity in motivation process in the following ways.

Needs are internal feelings of individuals and sometimes even they,
They may not be quite aware about their needs and the priority of these. Thus,
Understanding of human needs and providing means for their satisfaction becomes difficult.

even if needs are identified, the problem is not over here as a particular need may result into different behaviours from different behaviours from different result into different behaviours from different need ma individuals because of their differences. For example, the need for promotion may be uniform for different individuals may no engage in similar type of behaviour; they may adopt different routes to satisfy their promotion needs.

A particular behaviour may emerge not only because of the specific need but it may be because of a variety of needs. For example, hard work in the organization may be due to the need for earning more money to satisfy psychological needs, or may to enjoy the performance of work itself and money becomes secondary, or to get recognition as a hard- working person.

Goal directed behaviour may lead to goal attainment. There may be many cons buses in situation which may restring the goal attainment of goal directed behaviour. This may lead to frustration in an individual creating lot of problems.

Type of needs
There are many types of needs which an individual may have and there are various ways in which these may be classified. The basic objective behind classification of needs into categories is to find out similarly and dissimilarly in various needs so that incentives are grouped to satisfy the needs falling under one category or the other. Needs may be natural, biological phenomenon in an individual, or these may over the period of time through learning.

Thus, needs may be grouped into three categories:
Primary needs
Secondary needs
General needs
Primary needs:
Primary needs are also known as physiological, biological, basic, or unlearned needs. Primary needs are animal drives which are essential for survival. These needs are common to all human beings, though their intensity may differ.

Secondary needs:
These needs are learned by the individual through his experience and interaction. Therefore these are called derived or learned needs. Emergence of these depends on learning. These may be different types of secondary needs for power, achievement, status affiliation, etc.

General types:
Though a separate classification of general needs is not always given, such a category seems necessary because there are of needs which lie in the grey area between the primary and secondary needs. Such needs are like need for competence, curiosity, manipulation, affection, etcMotivation and behaviour:
Motivation causes goal- directed behaviour. Felling of a need by an individual generates a feeling that he lacks something. This lack of something creates tension in the in of the individual. Since the tension is not an ideal state of mind, the individual tries to overcome this by engaging himself in an behaviour through which he satisfies his needs. Goal – directed behaviour leads to goal fulfilment and the individual succeeds in fulfilling his needs and there by overcoming his tension in the favorable environment. Satisfaction is one need leads to feeling of another need, either same need after the lapse of certain time or different need and goal – directed behaviour goes on. Thus, goal – directed behaviour is a continuous process.

Aggression:
A more common reaction to frustration is aggression, an act against someone or something. An employee being denied a promotion may become aggressive and verbally berate his supervisor.

Motivation and performance
Motivation is necessary for work performance because if people do not feel inclined to engage themselves in work behaviour, they will not put in necessary efforts to perform well. However, performance of an individual in the organization depends on a variety of factors besides motivation. Therefore, it is desirable to identify various factors which affect individual performance and the role that motivation plays.

Factors affecting individual performance:
Observations show that (1) various individual perform differently in the same work situations, and (2) the same individual performs differently in different work situations. These statements suggest that various factors which affect an individual’s performance are broadly of two types, individual and within each type there may be several factors.

We can derive form figure that individual performance depends on the following factors:
Motivation of individual, His since of competence, His ability,
13023851278890Sense of
Competence
Reward
Performance
Ability
Role
Perception
Motivation
00Sense of
Competence
Reward
Performance
Ability
Role
Perception
Motivation
His role perception, and Organizational resources
590740517399000
3091180127000Organizational
Resources
00Organizational
Resources

Fig : factors affecting individual performance
If any of the elements is taken away, performance will be affected adversely. The double- headed arrow between motivation and sense of competence that the two variables mutually influence each other. Reward, as a result of individual’s performance affects his level of motivation. If the reward is perceived to be of valence and equitable, it energizes the individual for still better performance and this process goes on.

Motivation:
Level of motivation drives an individual for work. Motivation is based on motive which is a feeling that an individual lacks some things. This feeling creates some sort of tension in his mind. In order to overcome this tension, he engages in goal –directed behaviour that is taking those actions trough which his needs are satisfied. Thus, motivation becomes a prime mover for efforts and better work performance.

Sense of competence:
To sense of competence denotes the extent to which an individual consistently regards himself as capable of doing a job. Sense of competence of an individual depends to a very great extent on his locus of control. Locus of control means whether people believe that they are in control of events or events control them. Those who have internal locus of control believe that they can control and shape the course of events in their lives; those who have external locus of control tend to believe occur purely by chance or because of factors beyond their own control. An individual with internal locus of control tends be high performer than those with external locus of control. However, this sense of competence is not an independent factor but depends on the ability of the individual.

Ability
While sense of competence is type of perception about oneself, ability is his personal attributes relevant for doing a job. Often, ability is expressed in the following way or equation
Knowledge refers to the position of information and ideas in a particular field which may be helpful in developing relationships among different variables related to that field. Skill refers to expertness, practical ability or facility in an action or doing something. Thus, if the individual has ability relevant to his job, his performance tends to be higher than those who do not posses such ability.

3259455242570Ability=knowledge* skill
00Ability=knowledge* skill

Role perception:
A role is the pattern of actions expected of a person in activities involving others. Role reflects a person’s position in the social system with its accompanying rights and obligations. In an organization, activities of an individual are guided by his role perception that is, how he thinks he is supposed to act in his own role is clear, the individual tends to perform well. There are two types of problems which emerge in role specification, role ambiguity and role conflict role ambiguity denotes the state in which the individual is not clear what is expected from him in the job situation. Role conflict is the situation in which the individual engages in two or more roles simultaneously and these roles are mutually incompatible. In both these situations, his performance is likely to be affected adversely.

Organizational resources:
Organizational resources denote various types of facilities —physical and psychological —which are available at the work place. Physical facilities include appropriate layout of the work place and conductive physical environment. Psychological facilities include appropriate reward system, training development facilities, harmonious workshop appropriate and motivating leadership styles, motivating work, and do on. These organizational resources work in two ways in increasing individual performance. First, they facilitate job performance. Second they work as motivating factors which enhance individual enthusiasm to perform well.

Role of motivation:
Motivation is one among the various factors affecting individual performance. However, it is one of the most important factors. All organizational facilities will go waste in the lack of motivated people to utilize these facilities effectively. Every superior in the organization must motivate his subordinates for the right types of behaviour. Diagnosing human behaviour and analyzing as to why people behave in a particular way is of prime importance in motivating them irrespective of the organization because individual is the basic component of any organization.

The importance of motivation in an organization may be summed up as follows:
High performance level:
Motivated employees put together performance as compared to other employees. In a study it was found that motivated employees worked at close 80-90 percent of their ability. The further suggested that hourly employees could maintain their jobs, if they were not fired, by working approximately 20to30 percent of their ability. The high performance is a must for an organization being successful and this performance comes by motivation.

Low employee turnover and absenteeism
Motivated employees remain in the association and their truancy is very low. High turnover and non-attendance make numerous issues in the association. Enlisting, preparing and growing substantial number of new staff into a working group take years. In a focused economy, this is just about an inconceivable undertaking. In addition, this additionally impacts the notoriety of the association ominously
Acceptance of organizational changes:
Organizations are made with the general public. As a result of changes in the general public changes in innovation, esteem framework and so forth, and association needs to join those things to adapt up to the prerequisite of the time. At the point when these progressions are presented in the association, there is an inclination to an oppose these progressions by the workers. Be that as it may in the event that they are legitimately propelled, they acknowledge, present and actualize these progressions keeping the association in good shape of advancement
Empowerment
Empowerment is the way toward empowering or approving a person to think, acts, make a move, and control work and basic leadership in independent ways. It is simply the condition of feeling engaged to take control of one’s own fate. Strengthening rules as an improvement system.
Alongside inspiration work outline, strengthening is additionally utilized as a strategy for inspiration. A large portion of work associations have various representatives who trust that they are subject to other people and their own particular endeavors have little effect on the execution. Feeling of this weak makes dissatisfaction in workers and they begin creating feeling that they can’t perform effectively or make significant commitments. So as to conquer this sentiment of workers and including them in their occupations, the possibility of strengthening has been presented. The essential those of strengthening have risen up out of the advocates of aggregate quality administration (TQM) which has picked up acknowledgment all through the world..In Webster’s dictionary, the verb empowers means to give the means, ability of authority”. Thus, empowerment in work setting involves giving employees the means, ability and authority to do something.

Newsroom and Davis have defined empowerment as follows
“Empowerment is any process that provides greater autonomy through the sharing of relevant information and the provision of control over factors affecting job performance.”
“Empowerment helps remove the conditions that cause powerlessness while enhancing employee feeling of self-efficacy.”
There are five approaches which have been suggested for empowerment:
Helping employees achieve job mastery – giving training, coaching, and guided experience that are required for initial success.

Allowing more control – giving employees descry travel section over job performance and making them accountable for the performance outcomes.

Providing successful role models – allowingthem to observe peers who are performing successfully on the job.

Using social reinforcement and persuasion – giving praise, encouragement, and verbal feedback to raise confidence.

Giving emotional support – reduction of stress and anxiety through better role present travel section, task assistance, and personal care.

When managers use these approaches, employees develop a feeling that their jobs are important and they contribute meaningfully for the achievement o f organizational effectiveness.

This feeling contributes positively to the use of skills and talents in job performance as shown in figure:
1344930234950Empowerment
Job mastery
More self-control
00Empowerment
Job mastery
More self-control
3154680234950Perception of
Empowerment
00Perception of
Empowerment
5097780213995Better
Performance
00Better
Performance

2697480-897255004640580-89725500Fig : empowerment and its effect
Top 10 principles of employee empowerment:
These are the most important principles for people in a way that reinforces employee empowerment, accomplishment, and contribution. These management actions enable both the people who work with you and the people who report to you to soar.

Demonstrate, you value people
Your respect for individuals radiates through in the majority of your activities and words. Your outward appearance, your non-verbal communication, and your words express what you are pondering the general population who answer to you. You will likely show your thankfulness for every individual’s interesting quality. Regardless of how a representative is performing on their present undertaking, your incentive for the worker as an individual ought to never flounder and dependably be obvious.

Share leadership vision
Help individuals feet that they are a piece of an option that is greater than themselves and their individual employment. Do this by ensuring they know and approach the association’s general mission, vision, and vital arrangement
Share goals and direction
Offer the most vital objectives and bearing for your gathering. Where conceivable, either gain ground on objectives quantifiable and detectable, or find out that you have shared your photos of a constructive result with the general population in charge of achieving the outcomes.

Trust people
Trust the intention of people to do the right thing, make the right decision, and make choices that, while may be not exactly what you would decide, still work.

Provide information for decision making
Verify that you have given individuals, or ensured that they approach, the majority of the data they have to settle on insightful choices.

Delegate authority and impact opportunities, not just more work
Doesn’t simply appoint the day laborer work; delegate a portion of the fun stuff, as well. You know, delegate the vital gatherings, the board of trustees participations that impact item advancement and basic leadership, and the ventures that individuals and clients take note. The representative will develop and grow new aptitudes. Your plate will be less full so you can focus on commitment. Your revealing staff will thankfully sparkle thus will you..Provide frequent feedback
Give frequent feedback so individuals know how they are getting along. Now and again, the motivation behind feedback is reward and acknowledgment. Individuals merit your valuable feedback, as well, so they can keep on developing their insight and aptitudes..Solve problems: don’t pinpoint problem people
At the point when an issue happens, ask what isn’t right with the work framework that made the general population come up short, not what isn’t right with the general population. Most pessimistic scenario reaction to issues? Look to distinguish and rebuff the blameworthy.

Listen to learn and ask questions to provide guidance
Give a space in which individuals will convey by tuning in to them and making inquiries. Guide by making inquiries, not by instructing grown up individuals. Individuals what to do. Individuals for the most part know the correct answers on the off chance that they have the chance to deliver them. At the point when a worker presents to you an issue to illuminate, ask, “what do you figure you ought to do you ought to do to take care of this issue?”
Help employees feel rewarded and recognized for empowered behaviour
At the point when workers feel under-redressed, under-titled for the obligations they go up against, under-saw, under-applauded, and under – acknowledged, don’t expect results from representative strengthening. The fundamental needs of workers must feel met for representative’s strengthening..INDUSTRY PROFILE
The insurance sector in India has come a full circle from being an open competitive market to nationalization and back to liberalized market again. Tracing the developments in the Indian insurance sector reveals the 360 degree turn witnessed over a period of almost two centuries.

A brief history of the Insurance sector
The business of life insurance in India in its existing form started in India in the year 1818 with the establishment of the Oriental Life Insurance Company in Calcutta.

Some of the important milestones in the life insurance b business in India are:
1912 : The Indian Life Assurance Companies Act enacted as the first statute to regulate the life insurance business.

1928 : The Indian Insurance companies Act enacted to enable the government to collect statistical information about both life and non- life insurance businesses.

1938 : Earlier legislation consolidated and amended to by the Insurance Act with the objective of protecting the interests of the insuring public.

1956 : 245 Indian and foreign insurers and provident societies taken over by the central government and nationalized. LIC formed by an Act
of Parliament, viz. LIC Act,1956 , with a capital contribution of Rs. 5 crore from the Government of India. The General insurance business in India, on the other hand, can trace its roots to the Triton Insurance Company Ltd., the f irs t general insurance company established in the year 1850 in Calcutta by the British.

In 1994 , the committee submitted the report and some of the key recommendations included:
Structure
Government s take in the insurance Companies to be brought down to 50%
Government should take over the holdings of GIC and its subsidiaries so that these subsidiaries can act as independent corporations.

All the insurance companies should be given greater freedom to operate
Competition
Private Companies with a minimum paid up capital of Rs.1bn should be allowed to enter the industry.

No Company should deal in both Life and General Insurance through a single entity.

Foreigncompaniesmaybea l lowedtoentertheindustryin collaboration with the domestic companies.

Postal Life Insurance should be allowed to operate in the rural market.

Only one State Level Life Insurance Company should be a l lowed to operate in each state
Regulatory Body
The Insurance Act should be changed
An Insurance Regulatory body should be set up
Controller of Insurance (Currently a part from the Finance Ministry) should be made independent
Investments
Mandatory Investments of LIC Life F und in government securities to be reduced from 75% to 50%
GIC and its subsidiaries are not to hold more than 5 % in any company ( There current holdings to be brought down to this level over a period of time)
Customer Service
LIC should pay interest on delays in payments beyond 30 days
Insurance companies must be encouraged to set up unit linked pension plans
Computerization of operations and updating of technology to be carried out in the Insurance industry.

Hence, it was decided to a l low competition in a limited way by stipulating the minimum capital requirement of Rs.100 crore. The committee felt the need to provide greater autonomy to insurance companies in order to improve their performance and enable them to act as independent companies with economic motives. For this purpose, it had proposed setting up an independent regulatory body.

The Insurance Regulatory and Development Authority (IRDA)
Reforms in the Insurance sector were initiated with the passage of the IRDA Bill in Parliament in December 1999 . The IRDA since its incorporation as a statutory body in April 2000 has fastidiously stuck to its schedule of framing regulations and registering the private sector insurance companies.

The other decision taken simultaneously to provide the supporting systems to the insurance sector and in particular the life insurance companies was the launch of the IRDA’s online service for issue and renewal of licenses to agents.

The approval of institutions for imparting training to agents has also ensured that the insurance companies would have a trained workforce of insurance agents in p lace to sell their products, which are expected to be introduced by early next year.

Since being set up as an independent statutory body the IRDA has put in a framework of globally compatible regulations. In the private sector 12 life insurance and 6 general insurance companies have been registered
Vision
To be the first choice insurer for customers
To be the preferred employer for staff in the insurance industry
To be the number one insurer for creating shareholder value
Mission
As a responsible, customer focused market leader, we will strive to understand the insurance needs of the consumers and translate it into affordable products that deliver value for money.

A Partnership Based on Synergy Bajaj Allianz offers technical excellence in all areas of General and Health Insurance, as well as Risk Management.

This partnership successfully combines Bajaj Finserv’s in-depth understanding of the local market and extensive distribution network with the global experience and technical expertise of the Allianz Group.

As a registered Indian Insurance Company and a capital base of Rs. 110 crores, the company is fully licensed to underwrite all lines of insurance business including health insurance.

The Bajaj Allianz “child gain” Plan :Taking care of a child is perhaps the most important job a parent can have. It is but natural that you would like to give your child your best. And therefore, this is the time when careful financial planning can help you fulfill the aspiration that you have for your children. The Bajaj Allianz child gain solutions help you to enjoy the joys of parenthood responsibly, with the reassurance of a secure future for your child.

What does Bajaj Allianz “child gain” plan offer you?
Bajaj Allianz child offers a wide array of solutions that allows you to plan for your child’s future by providing you with as many as 4 distinct and unique options.

Option 1: child gain 21
Option 2: child gain 24
Option 3: child gain 21 plus
Option 4: child gain 24 plus
The Bajaj Allianz new unit gain plan :Bajaj Allianz New unit gain comes with a host of features that allows you to have the best of both worlds – protection and investment, with flexibility like never before.

Key features of this plan are:
Guaranteed death benefit.

Choice of investment funds with flexible investment management; you can change funds at any time.

Providing for full/partial withdraws any times after three years, provided three full years’ premiums are paid.

Unmatched flexibility – to match your changing needs .Maturity benefit equal to the fund value payable on the date of maturity. The “Bajaj Allianz new unit gain plus” plan:
The Bajaj Allianz new unit gain plus plan comes with a host of features that allows you to have the best of both worlds – protection and investment with flexibility like never before.

Some of the key feature of this plan are:
Guaranteed death benefit
Choice of 5 investment funds with flexible investment management: you can change Funds at any time.

Attractive investment alternative to fixed – interest securities.

Choice of investment funds with flexible investment management: you can change Funds at any time.

Attractive investment alternative to fixed – interest securities
Provision for full/partial withdrawalsany time after three years from commenced of the policy provided three full years’ premiums are paid.

Unmatched flexibility to match your changing needs.

Maturity benefit equal to the fund value payable on date of maturity. How does Bajaj Allianz Cash Gain?
This plan pays out a guaranteed amount on survival at the end of every 1/5th of the Policy term selected. A total of 75% of the sum assured is paid out in the first 4 cash benefits.

On maturity, 50% of the sum assured is paid along with accrued bonuses. Hence the total
Cash/survival benefit distributed under this plan comes to more than 100% 0f the sum assured
In fact 125% of the sum assured.

1st Cash Benefit 15% of Sum Assured 2nd Cash Benefit 25% of Sum Assured 3rd Cash Benefit 25% of Sum Assured 4th Cash Benefit 25% of Sum Assured
On maturity50% of sum Assured + accrued bonuses.

The benefits will further increases by way of accrued bonuses that are distributed at maturity or on death, if earlier. In case of maturity or death after 15 full policy years, the company may Pay an additional terminal bonus for in – force policies.

The “Bajaj Allianz Invest Gain” plan :Bajaj Allianz Invest Gain is a specially designed pla n that offers unique combinations of benefits to help you develop a sound financial portfolio for your family. Among the many unique benefits, the most significant is the family income benefit (FIB) that sustains the Family by compensating the loss of income due to death or permanent disability. This is one – stop shop solution that can keep you and your family financially protected at times when you need it most. In a financial world where choices can drive you crazy, your search for the perfect life insurance plan stops here.

Bajaj Allianz Life aims high
Sam Ghosh, CEO, Bajaj Life Insurance Company Limited, who took over this January, outlines his aggressive growth strategy. Venkatachari Jagannathan reports..Bajaj Life Insurance Company Limited — a 74:26 joint venture between Bajaj Auto Limited and Allianz AG, Germany (formerly Allianz Bajaj Life Insurance Company Limited) — under a new team headed by Sam Ghosh, CEO, has taken the competition head-on, leaving industry watchers surprised at its rapid pace of growth.

Ghosh himself is a newcomer to the company, earlier having steered the Rs480 crore- Bajaj Allianz General Insurance Company to the second position in the Indian private sector insurance sector.

In a span of just eight months, Bajaj Allianz Life (premium income Rs220 crore) has jumped three paces to occupy the fourth slot in the 13-strong life insurance industry.

Today the company is in the midst of pursuing its twin corporate ‘dream’ goals — to close this fiscal with a premium income of Rs750 crore and occupy the number three slot displacing the incumbent Birla Sun Life Insurance Company Limited.

Given the daily collections — over Rs1 crore — and its month-on- month growth, the second may come true sooner.

According to the Insurance Regulatory and Development Authority (IRDA) figures, the new premium difference between Bajaj Allianz Life and Birla Sun Life at the end of August 2004 was Rs37.5 crore. Rival Birla Sun Life has taken the threat seriously.

RESEARCH METHODOLOGY.

Research is a systematic method of finding solutions to problems. It is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.

DEFINITION:-
According to Clifford woody, “research comprises of defining and redefining problem, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to determine whether they fit the formulated hypothesis”
OBJECTIVES OF THE STUDY:
To study the role of employee empowerment after motivation. To identify how employee motivation is related to performance.

To measure the consequences of pre and post employee motivation.
To calculate the level of motivation.

To study the impact of authorized motivation on productivity.

To measure employee satisfaction towards working environment.

NEED FOR THE STUDY
The purpose of the study is to identify the level of motivation among the working group in Bajaj Allianz Life insurance.

To know the working environment, supervisors relationship, family relationship and individual perception about the company in relation to motivation.

The study can reveal the psychological and economic factors associated with motivation and also can bring forth the interrelated factors for motivation.

The study would be helpful in giving suggestions to apply the motivation method
SCOPE OF THE STUDY:
The human resourcesmanagement has to identify employee’s motivation to match with the organization’sproductivity.

The motivation ofeach employee will lead to the better performance and in turn satisfies both the employees and also organization.

As employee motivation is important for the organization to achieve the
desired goals on time, therefore theemployees must be motivated by using various techniques.

.

RESEARCH DESIGN:
Meaning:
Research is an endeavor to discover answers to intellectual and practical problems through the application of scientific method. “Research is a systematized effort to gain new knowledge”. -Redman and Mory. Research is the systematic process of collecting and analyzing information (data) in order to increase our understanding of the phenomenon about which we are concerned or interested.

Research Design:
A research design is considered as the framework or plan for a study that guides as well as the data collection and analysis of data. The research design may be exploratory helps, descriptive and experimental for the present study. The descriptive research design is adopted for this project.

Objectives of Research:
The purpose of research is to discover answers through the application of scientific procedures. The objectives are:
To gain familiarity with a phenomenon or to achieve new insights into it – Exploratory or Formulative Research.

To portray accurately the characteristics of a particular individual, situation or a group – Descriptive Research.

To determine the frequency with which something occurs or with which it is associated with something else – Diagnostic Research. To test a hypothesis of a causal relationship between variables – Hypothesis-Testing Research.

Characteristics of Research:
Research is directed towards the solution of a problem. It is based upon observable experience or empirical evidence.

Research demands accurate observation and description. Research involves gathering new data from primary sources or using existing data for a new purpose.

Research activities are characterized by carefully designed procedures. Research requires expertise i.e., skill necessary to carryout investigation, search the related literature and to understand and analyze the data gathered.

Research is objective and logical – applying every possible test to validate the data collected and conclusions reached. Research involves the quest for answers to unsolved problems. Research requires courage.

Research is characterized by patient and unhurried activity. Research is carefully recorded and reported
RESEARCH INSTRUMENTS:
Personal Interviews:Schedules were administered personally for
Collecting the data.

Questionnaire:structured questionnaire
Research method:convenience sampling method
Sample size:100 employees
3.4 SOURCE OF DATA:
SECONDARY DATA:
Secondary data include both quantitative and qualitative data, and they can be used in both descriptive and explanatory research. The data you use may be raw data, where there has been little if any processing, or compiled data that have received some form of selection or summarizing within business and business and management research such data are used mostly in case study and survey-type research.

LIMITATIONS
Accuracy of the report is completely dependent of the employee’s respondents.

An in depth study couldn’t be conducted because of the limited time period.

The respondents were not always open and forthcoming, with their views, agitates and not disclosing.

The changes of biased responses cannot be eliminated through all steps were
taken to avoid the same.

Data Analysis and Interpretation
Years of experience.

TABLE:4.1S.NO FACTORS Total %
1 0-5 years 36 36
2 6-10 years 28 28
3 11-15 years 20 20
4 >15 years 16 16
TOTAL 100 100
GRAPH:4.11324095154426
Interpretation:
From the graph shows that 36% of respondents says that they have an 0-5 years’ Experience in that organization, 28%of respondents says that they have an6-10 Years of experience in the organisation,20% of respondents says that they have an 11-15 years’ experience in their organization.

Following are the list of motivational factors. TABLE:4.2FACTORS Total Percentage (%)
Job security 32 32
Promotion 16 16
Career Development 28 28
Welfare measures 24 24
TOTAL 100 100
GRAPH:4.21324095195526
Interpretation:
From the above graph shows that 32% of respondents feels that they have an job Security in that organisation,28% of respondents feels that the organization has To be providing the good career opportunityfrom then 24% of respondents feels That they have an availability of welfare facilities in that organization 16% of Respondents feels that they have an good promotion opportunity will be provided By the organization from them.

Employees at work place.

TABLE:4.3S.NO FACTORS Total %
1 Highly satisfied 36 36
2 Satisfied 28 28
3 Average 14 14
4 Dis satisfied 22 22
TOTAL 100 100
GRAPH:4.31324095185953
Interpretation:
From the above graph 36% of respondents says that they an highly satisfied in their work place,28% of respondents says that they have an satisfied in their work place
,22% of respondents says that they have not satisfied in their work place.

Effectiveness of employee participation in decision making. TABLE:4.4S.NO FACTORS Total %
1 Highly satisfied 22 22
2 Satisfied 14 14
3 Average 28 28
4 Dis satisfied 36 36
TOTAL 100 100
GRAPH:4.41324095164009
Interpretation:
From the above graph 36% of respondents are dis satisfied the participation of decision making in their organisation,28% of respondents are average,22% of respondents are highly satisfied the participation of decision making in their organisation,14% of respondents are satisfied.

Role of the organization. TABLE:4.5S.NO FACTORS Total %
1 Highly satisfied 32 32
2 Satisfied 40 40
3 Average 16 16
4 Dis satisfied 12 12
TOTAL 100 100
GRAPH:4.51324095196097
Interpretation:
From the above graph 40% of respondents says that they are satisfied the And important role in their organisation, 32% of respondents says that they are Highly satisfied.

List of approaches to motivate TABLE:4.6FACTORS TOTAL PERCENTAGE (%)
AWARDS 36 36
REWARDS 28 28
RECOGNITION 14 14
PROMOTIONAL CHANNELS 22 22
TOTAL 100 100
GRAPH:4.61324095185826
Interpretation:
From the above graph 36% of respondents are satisfied that the organization has to be identify the performance of an employee by providing the awards,28%of respondents are in that organization has to be identify the performance of an employee by providing there awards.

Motivational challenges of employee. TABLE:4.7FACTORS Total Percentage
Personal issues 10 10
Educational back ground 22 22
Competition among trade unions 46 46
Reluctance again administration 10 10
Bias in management decisions 12 12
TOTAL 100 100
GRAPH:.4.7
1324095159440
Interpretation:
From the above graph 46% of respondents are competition among the trade unions will give the challenge of employee motivation, 22% of respondents are educational back ground, 12%of respondents are bias in management decisions
Obstacles in employee performance TABLE:4.8FACTORS Total Percentage (%)
Stagnation,lethargy,growth
prospects 10 10
Lack of motivation and recognition 24 24
Decision taken by top authorities 48 48
Miscellaneous 18 18
TOTAL 100 100
GRAPH:4.81324095163589
Interpretation:
From the above graph 48% of respondents that centralization process highly involved in the employee performance,24% of respondents lack of motivation and recognition,18% of respondents are miscellaneous.

Employee awareness of motivation and empowerment.

TABLE:4.9Response/category Total Percentage(%)
Yes 62 62
Very little 28 28
No knowledge 10 10
TOTAL 100 100
GRAPH:4.91324095195969
Interpretation:
From the above graph 62% of respondents are agreed that they have an awareness of motivation and empowerment taken place in their organization
Employee recognition from superior. TABLE:4.10S.NO FACTORS Total %
1 Highly satisfied 32 32
2 Satisfied 40 40
3 Average 16 16
4 Dis satisfied 12 12
TOTAL 100 100
GRAPH:4.101324095195796
Interpretation:
From the above graph 40% of respondents are satisfied the superior has to be recognized their performance in the organisation,32% of respondents are highly satisfied.

Job satisfaction of employee. TABLE:4.11S.NO FACTORS Total %
1 Highly satisfied 32 32
2 Satisfied 40 40
3 Average 16 16
4 Dis satisfied 12 12
TOTAL 100 100
GRAPH:4.111324095164097
Interpretation:
.From the above graph 40% of employees are satisfied the organization has to be
Providing the good peaceful environment situation from them,32% of employees are highly satisfied.

Employees need to be remind that their jobs are dependent on the company’s ability to compete effectively
TABLE:4.12FACTORS No, OF RESPONDENTS PERCENTAGES (%)
Strongly agree 76 76
Agree 10 10
Disagree 8 8
Strongly disagree 6 6
Total 100 100
GRAPH:4.121324095154395
Interpretation:
From the above graph 76% of respondents are strongly agreed that employees need
To be remind that their jobs are dependent on the company ability to compete effectively.

Supervisors should give a good deal of attention of the physical working conditions of their employees
TABLE:4.13FACTORS No, OF RESPONDENTS PERCENTAGES (%)
Strongly agree 40 40
Agree 24 24
Disagree 20 20
Strongly disagree 16 16
Total 100 100
GRAPH:4.131324095154046
Interpretation:
From the above graph 40% of respondents are strongly agreed that the superiors are directly involved in the physical working conditions of their employees,24% of respondents are agree,20% of respondents are dis agree,16% are strongly dis agree.

Special wage hike should be given to employees who perform their jobs very well
TABLE:4.14FACTORS NO,OF RESPONDENTS PERCENTAGES (%)
Strongly agree 90 90
Agree 6 6
Disagree 4 4
Strongly disagree 0 0
Total 100 100
GRAPH:4.141324095163571
Interpretation:
From the above graph 90% of respondents are strongly agreed that the organization has to be identify the employee performance by providing the special wage hikes, 6% of
Respondents are agree, and 4% of the respondents are not agree.

How is an individual recognition for attaining standard performance in your organization?
TABLE:4.15FACTORS NO, OF RESPONDENTS PERCENTAGES (%)
Strongly agree 50 50
Agree 33 33
Disagree 4 4
Strongly disagree 13 13
Total 100 100
GRAPH:4.151324095195695
Interpretation:
From the above graph 50% of respondents are strongly agree ,33% of the respondents are agree and it is an individual recognition for attaining standard performance in your organization.

.

The company retirement benefits and stock programs are important factors on their jobs:
TABLE:4.16FACTORS NO,OF RESPONDENTS PERCENTAGES (%)
Strongly agree 60 60
Agree 19 19
Disagree 10 10
Strongly disagree 11 11
Total 100 100
GRAPH:4.161324095195382
Interpretation,
From the above graph 60% of the respondents are strongly agreed that the organization Has to be provided the retirement benefits and stock program from them.

Almost every job can be made most stimulating and challenging TABLE:4.17FACTORS NO,OF RESPONDENTS PERCENTAGES (%)
Strongly agree 50 50
Agree 40 40
Disagree 4 4
Strongly disagree 6 6
Total 100 100
GRAPH:4.171324095154042
Interpretation:
From the above graph 50% of the respondents are strongly agreed that every job in the organization can be most stimulate and challenge them, 40% of the respondents are agree.4% of the respondents are not agree.

Management could show more than interest in the employees by sponsoring social events after hours
TABLE:4.18FACTORS NO,OF RESPONDENTS PERCENTAGES (%)
Strongly agree 30 30
Agree 40 40
Disagree 22 22
Strongly disagree 8 8
Total 100 100
GRAPH:4.181323975195580r00r
Interpretation:
From the above graph 40% of the respondents are agreed that the organization has to be create the interest of employees by sponsoring social events after hours.

If your job includes interacting with customers, how it will affect the following
TABLE:4.19FACTORS NO, OF RESPONDENTS PERCENTAGES (%)
WILL INCREASE 54 54
WILL DECREASE 40 40
WILL HAVE NO EFFECT 6 6
Total 100 100
GRAPH:4.191324095163136
Interpretation:
From the above graph 54% of the respondents are agreed they have an good interest interacting with the customers.

FINDINGS
Job security is the highest motivation factor than any other.

The perception of the employee is high towards the aim of the organization i.e. Transportation
There is high involvement of the employee in the organization.

There is low participation of employees in decision making.

There is equal participation in work.

Awards and rewards are the high rated approaches that which motivates employees.

Lack of motivation and recognition, decision taken by top authorities are obstacles that stop employees performing to the best.

Employee’s awareness of motivation and empowerment is very low.

SUGGESTIONS:
Employees should be identified by their better performance and should give some type of incentives, promotions etc. So that employee will be boosted up and will work better.

Promotions should be given to the basis of performance only.

The Management creates a challenging work (or) new assignment (or) opportunity to develop the innovative idea of employee.

The motivation review discussion should be practiced well to encourage the open communication between both the appraiser and appraise.

The management shouldstudy motivation theories for better motivation.

CONCLUSION
According to the study, we concluded that the employees are satisfied in their organization, Motivation plays an important role in a company when it comes to performance. Every employee is different and what works for one might not for the other one. Importance of recognizing different type of managers and workers in order to effectively motivate them. Employees are much more sensitive to their relationship with their managers and the atmosphere surrounding the company rather than materialistic goods.