_motivational level of employees of ihg (2)

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Project ReportOn

Motivational level of employees in

INTERCONTINENTAL HOTELS

GROUP

SUBMITTED TO:

Maharshi Dayanand University, Rohtak in partial fulfillment of the requirement of the

two years full-time Management Programme.

SUBMITTED BY:

(Mishel Arora)

Programme: MBA (Hons.)

UNDER THE SUPERVISION OF

Dr. Kamlesh Gakhar

Professor, IMSAR, Rohtak.

INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH

M.D. UNIVERSITY, ROHTAK, HARYANA [INDIA]

2009-2011


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CERTIFICATE

Certified that the project report entitled MOTIVATIONAL LEVEL OF

EMPLOYEES IN INTERCONTINENTAL HOTELS GROUPsubmitted to the IMSAR, M.D.U, ROHTAK for the partial fulfillment of the

requirement of award of degree of M.B.A is a record of independent

research work carried out by Mr. Mishel Arora, a student of MBA 2 year, 4th

semester, IMSAR, under my supervision and guidance. This has not been

previously submitted for the award of any other degree.

ROHTAK Dr. Kamlesh Gakhar

April, 2011 Supervisor

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DECLARATION

I Mishel Arora,. student of MBA(HOns.) 4th semester of Institute of management Studies

and Research, M. D. University, Rohtak hereby declare that project entitled

MOTIVATIONAL LEVEL OF EMPLOYEES IN INTERCONTINENTALHOTELS GROUP is an original work and the same has not been submitted to any

other institute for the Award of any other degree .

Signature of the supervisor Signature of the candidate

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ACKNOWLEDGEMENT

Practical assignments and projects are an important and indispensable part of

management courses. Theoretical studies are not sufficient to get into

corporate world and understand the complexities of large scale of

organization.

I sincerely thanks to Dr. Kamlesh Gakhar Institute of Management

Studies and Research, M. D. University, Rohtak for her valued guidance ,

encouragement and co-operative attitude to selection and completion of this

project Without her guidance this project would not have been completed in

its present form.

I take the opportunity to express my gratefulness to Institute of Management

Studies And Research, Rohtak for approving my project work.

Mishel Arora

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EXECUTIVE SUMMARY

On reviewing of the analyses we can see that employees are-

Hardworking, Punctual, Cooperative & most of them are satisfied with the

working conditions & even working hours of the co. and noticeable point is

that more percent of workers are satisfied with their salary instead of being

unsatisfactory. The technology used in the co. is also latest, most important

is, that workers & mgt. have good relations.

And when they were asked & tested for their motivating factor, it was found

that a majority of workers are motivated by monetary incentives. That is 75

male workers (75%) & 70 female workers (70%). But it will not be correct

to say that money is the whole sole motivating factor. 15 male workers

(15%) & 20 female workers (20%) work for job-satisfaction.10 male worker

(10%) & 5 female (5%) work for self-esteem & self-actualization. workers

(12.5%) work for cooperation from mgt.

Even there are many people who work, not only for money but side by side

for other factors also. Example: for money & job satisfaction.

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CONTENTS

Pages

1. DECLARATION 32. ACKNOWLEDGEMENT 4

3. EXECUTIVE SUMMARY 5

Chapter 1: INTRODUCTION1.1 COMPANY PROFILE

1.2 PRODUCT DIVISION

1.3 PRODUCTION PROCESS

3. MOTIVATION 32-49

CONCEPTFUNDAMENTALS OF MOTIVATION

THEORIES OF MOTIVATION

MOTIVATION AND ORGANIZATION

MOTIVATION AND WORK

RESEARCH METHODOLOGY 49-68

4.1 COLLECTION OF DATA3.1.1 PRIMARY DATA

3.1.2 SECONDARY DATA

4.2 METHODS OF QUESTIONAIRE

ANALYSIS & INTERPRETATION 89

FINDINGS 70CONCLUSION 71

RECOMMENDATIONS 72

9. BIBLIOGRAPHY 73

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INTRODUCTION

The project under study is conducted on the topic of MOTIVATIONAL LEVEL OF

EMPLOYEES OF INTERCONTINENTAL HOTELS GROUP.

It is being conducted so as to reveal the factors that influence the workers. What motivate

the workers to work hard & perform better? It is being followed by several factors, which

are discussed as under-

A. OBJECTIVES OF THE PROJECT ARE AS FOLLOWS:-

1. To study the motivational level of employees of respected industry.

2. To study the employees relation.

3. To study whether the motivational factors matches with expectations of the

employees interest or not.

4. Motivating human resources in consonance with broader corporate horizon andlong range vision of the organization.

B. PURPOSE OF THE RESEARCH

The basic purpose for which the research is conducted is to measure the motivational

level of employees of IHG Group.

The research is aimed at studying the motivating factors of employees, so that the

industry is able to understand that in what way the workers can perform in better &

desired manner & can give more effective & efficient production to industry.

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So this can be concluded that this study is aimed at gathering knowledge about their

behavior & improving performance of workers of IHG Group.

C. SCOPE OF RESEARCH

As this study is being done for some specific purpose it has a wide scope all over in

many areas, as under mentioned-

1. It is useful to assess the capabilities of workers of IHG Group. Capabilities with

regards to perform their work efficiently & result in better manner.

2. To know their interest in work i.e. whether they are really interested in doing their

work or they prefer to work only if they are provided with incentives.

3. It will help in determining the satisfaction level of employees of concerned industry as

the results of production could be assessed with that.

4. This study will help the industry to formulate various policies & programs to motivate

workers so as to-

Increase their interest in work

Improve their efficiency & effectiveness in production.

To improve their satisfaction level.

5. Which in turn leads to industrys high turnover, thus profits & sales volume are also

increased.

6. To enable the workers to work comfortably at their work place. This is to ensure thatworkers are having no problem in working.

7. To give them a feeling of belongingness by providing them their desired motives &

developing a friendly atmosphere at work.

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8. To understand the depth of employees to understand their behavior at work.

This can be of great help in providing psychological treatment to employees if &

whenever required.

COMPANY PROFILEIHG is an international hotel company whose goal is to create Great Hotels Guests Love.

They have more guest rooms than any other hotel company in the world that's more

than 640,000 rooms and over 4,400 hotels in 100 countries and territories around the

world.

They operate seven hotel brands InterContinental, Crowne Plaza, Hotel Indigo, Holiday

Inn, Holiday Inn Express, StayBridge Suites and Candlewood Suites.

GoalWe want to grow by making our brands the first choice for guests and hotel owners.

Our TargetIn 2005 we committed to increase the number of rooms we have by 50,000 to 60,000 on a

net and organic basis. The top end of this target was exceeded in June 2008 6 months

ahead of schedule. By the end of 2008, we had reached 82,000 net rooms.

This was achieved through organic growth meaning through new rooms under ourexisting brands and not through acquisition. Most of the rooms that leave our system do

so at our instigation as we raise the quality of our hotels across all of our brands.

Our StrategyOur strategy is to build the hotel industrys strongest operating system focused on the

biggest markets and segments where scale really counts.

Our Operating systemIHGs operating system is made up of all the things we do to drive demand for our

brands. This includes our advertising and marketing campaigns, our 10 global callcentres, 13 local language websites, our global sales team of more than 8,000

professionals, Priority Club Rewards the world's largest hotel loyalty scheme with 56

million members and all the advantages that IHG's global hotel distribution and scale

brings to brand awareness.

Our focus on the biggest markets where our scale really counts ensures that we

concentrate our resources on the opportunities that will provide the greatest return.

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Our Strategic Priorities

Improving the performance of our brands

Using our insight to make our brands the first choice for guests

Delivering consistent customer experiences

Generating excellent returns from our hotels

Improving hotel revenue by encouraging guest visits

Improving the efficiency of our hotels and operating processes

Putting our market scale and knowledge to good use

Using our worldwide scale and experience to convert more hotels to our brands

Making the most of our global presence guests choose brands they know when

they travel

Strengthening our organization

Investing in our people and our ability to do business

Building strong partnerships within our own company and with our owners across theworld

Our Business Model

We operate hotels in three different ways as a franchisor, a manager and on an ownedand leased basis.

Our business model focuses on managing and franchising hotels, whilst our business

partners own the bricks and mortar.

Franchising

This is the largest part of our business: 3,783 hotels operate under franchise agreements.

Managing

We manage 639 hotels worldwide.

Owning

We own 15 hotels worldwide (less than 1% of our portfolio).

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Brand

Marketing

and

Distribution Staff Ownership Capital

IHG

income

Owned IHG IHG IHG IHG High All

revenue

Managed IHG IHGIHG supply

general

managers

as aminimum

Third party Low /

none

Fee % of

total

revenue

plus % ofprofit

Franchised IHG IHG Third party Third party None Fee % of rooms

revenue

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Our History

From the first Bass brewery in 1777 to todays hotel company with more guest rooms

than any other, IHGs history is one of pioneering people and new ideas.

1777

William Bass sets up a brewery in Burton-on-Trent. The Bass business thrives,

developing into one of the UK's leading brewers.

1876

The Bass red triangle becomes the first trademark to be registered in the UK.

1960s

Bass acquires a number of well-known regional brewing companies including Mitchells

& Butlers in the Midlands (1961), before merging with Charringtons in London in 1967.

These acquisitions make Bass one of the largest brewers and pub owners in the UK.

1988

Bass makes its first significant international move into the hotel industry, buying Holiday

Inns International.

1989

The Beer Orders legislation is passed. This limits the number of tied pubs that major

brewers can own and signals a major industry restructuring.Bass reduces the number of pubs that it owns dramatically and focuses on larger outlets.

At the same time, it directs cash flow into developing an international hotel business.

1990

Bass buys the North American Holiday Inn business and Holiday Inn grows

internationally.

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1991

Bass launches Holiday Inn Express, a complementary brand in the limited service

segment.

1994

Bass launches Crowne Plaza, a move into the upscale hotel market.

Bass's pubs business continues to grow. The business has also become increasingly

branded. Bass opens the first O'Neills public house in 1994 and acquires the restaurant

chain Harvester in September 1995.

The Harvester acquisition, the development of the All Bar One brand in 1994 and the

acquisition of the Browns restaurant chain marks a significant commitment to the

growing eating out market in the UK.

1996

Bass's attempt to acquire half of the Carlsberg-Tetley brewing business in the UK is

blocked by the UK government.

Bass renews its focus on its hotels and pubs divisions. Over the next few years, it sells

smaller, non-core businesses such as Gala bingo and Coral bookmakers, along with some

of its pubs, including the leased pub business.

1997

As the hotel business becomes more purely brand focused, Bass sells its North American

midscale hotel buildings, but keeps control of the branding of the hotels through franchise

agreements.

Bass creates and launches a new hotel brand, Staybridge Suites by Holiday Inn. It's an

entry into the profitable North American upscale extended stay market. Staybridge Suites

becomes the fastest brand in this segment to reach 50 units in the Americas.

1998

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Bass acquires the InterContinental hotel company, adding an upper upscale brand to its

hotel portfolio. It's an acquisition that brings considerable synergies and cost savings.

1999

The group strengthens its pub division in the UK by cherry picking 550 high-potential

sites from Punch Taverns, who had acquired the 3,500 strong pub estate of Allied

Domecq.

By acquiring Southern Pacific Hotels Corporation (SPHC) in Australia, Bass confirms its

position as the leading hotel company in Asia Pacific.

It also acquires Bristol Hotels & Resorts Inc., a US-based hotel management company

comprising 112 hotels operating mainly under leases. This gives the group a stronger

management contract presence in the world's largest hotel market.

2000

The group sells Bass Brewers to a major Belgian brewer for 2.3 billion.This marks the final step in refocusing the group from a domestic brewing operation to a

leading international hospitality retailer a process that has taken over ten years to

complete.

It also involves the sale of the Bass name and a change of name to Six Continents PLC

a name that better reflects the global spread of the group's businesses.

2001

In February, Six Continents sells 988 smaller, unbranded pubs for 625 million.

In April, it acquires the European Posthouse chain of hotels for 810 million. The chain

has hotels in strategic locations that are suitable for conversion to Holiday Inn,

consolidating the Holiday Inn brand in the UK and Europe.

The group buys the InterContinental Hong Kong for 241 million, strengthening its

position in the upscale hotel market in the key Chinese and Asia Pacific markets.

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2002

On 1 October, Six Continents PLC announces the proposed separation of the groups

hotels and soft drinks businesses (to be called InterContinental Hotels Group PLC) from

the retail business (to be called Mitchells & Butlers plc), and the return of 700 million of

capital to shareholders. This process is completed on 15 April 2003. InterContinental

Hotels Group PLC (IHG) is now a distinct, discrete company, listed in the UK and the

US stock markets.

2003

In July, IHG sells 16 Staybridge Suites hotels to Hospitality Properties Trust (HPT) and

enters into a 20-year management agreement.

In December, IHG adds the midscale extended stay brand Candlewood Suites to its

portfolio.

2004

In April, IHG announces the introduction of a new brand, Hotel Indigo, focused on

providing affordable boutique accommodation.

In the same month, the group adopts new standards for selling or re-selling hotel rooms

for guest stays through online travel companies.

2005

Following the success of the extended stay Staybridge Suites brand in North America,

IHG launches Staybridge Suites UK in April 2005.

IHG announces the disposal of 100% of its holding in Britvic plc. IHG is now a company

with a pure hotels focus.

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2006

IHG signs an operating joint venture with All Nippon Airways (ANA). The resulting

joint venture IHG ANA Hotels Group Japan will be the largest international hotel

operator in Japan, the worlds second largest hotel market. The deal sees the introduction

of three new brands created for Japan: ANA-InterContinental, ANA-Crowne Plaza and

ANA-Holiday Inn.

2007IHG announces a worldwide relaunch of the Holiday Inn brand family, comprising

Holiday Inn, Express by Holiday Inn and Holiday Inn Express. The relaunch programme

will give Holiday Inn a refreshed and contemporary brand image. All Holiday Inn hotels

open or under development are expected to have implemented the relaunch programme

by the end of 2010, with the first due to open in mid 2008 in the US.

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Our Brands

Our seven hotel brands include some of the best-known and most popular in the world.

We've built up a portfolio that covers everything from luxurious upscale hotels in the

world's major cities and resorts to reliable family-oriented hotels that offer great service

and value.

This diverse portfolio means that we have the flexibility to respond to most types of hotel

development opportunity. What's more, our hotel owners can choose the hotel brand that

will work for them and maximize the potential of a particular site. And whether our

guests are travelling for business or leisure, for a honeymoon or a family holiday, we'll

have a hotel that's right for them.

InterContinental Hotels & Resorts is our most prestigious hotel brand, located in major

cities in over 60 countries worldwide, offering business and leisure travellers the highest

level of service and facilities. There are 58,429 rooms, 171 hotels, 60 hotels in the

pipeline.

A dynamic hotel brand located in nearly 60 countries around the world. Truly

international, Crowne Plaza offers premium accommodation, designed for the discerning

business and leisure traveller who appreciates simplified elegance.

There are 106,155 rooms, 388 hotels, 123 hotels in the pipeline.

A new innovative brand designed for the style-conscious traveller looking for the

individual approach and facilities of a boutique hotel. Our hotels are located in urban,

mid-town and suburban areas, close to businesses, restaurants and entertainment venues.

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There are 4,548 rooms, 38 hotels, 62 hotels in the pipeline.

Holiday Inn offers todays business and leisure travellers dependability, friendly service,

modern facilities and excellent value. Youll find them throughout the world in small

towns and major cities, along quiet roadways and near bustling airports.

There are 227,225 rooms, 1,241 hotels, 313 hotels in the pipeline.

A fresh, clean, uncomplicated hotel choice offering comfort, convenience and good

value. Holiday Inn Express (or Express by Holiday Inn) is one of the fastest growing

hotel brands in its segment.

There are 191,228 rooms, 2,075 hotels, 494 hotels in the pipeline

Staybridge Suites is an all-suite hotel brand for extended stay guests looking for a

residential-style hotel for business, relocation or leisure.

There are 20,762 rooms, 188 hotels, 101 hotels in the pipeline

Candlewood Suites' high-quality accommodation caters to mid-market business and

leisure travellers looking for a multiple night hotel stay.

There are 28,253 rooms, 288 hotels, 120 hotels in the pipeline

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COS POLICIES & PRACTICES

As every company provides in normal some benefits to employees, IHG Group also take

up certain policies & practices for employees welfare. Some of them are as follows:-

1. ESI :-

All the employees whose wages / salary is below Rs.- 7500 are covered under this

scheme. Here medical treatment is given to employees free of cost. Every treatment &

medicines are free of cost. Nothing is charged from them.

But a share is being deducted from employees salary & is added to his ESI fund. 1.75%

of total emoluments of employees are being contributed to ESI fund & 4.75% of

employees share is being given to ESI fund.

Returns of ESI come half-yearly. Generally it is the period of April to Sep, & Oct to

March.

ESI have six main benefits to employees otherwise there are many benefits but the main

& most important among them are six, as mentioned below.

MEDICAL BENEFITS

DEPENDENCE BENEFITS

DISABLEMENT BENEFITS

SICKNESS BENEFITS

MATERNITY BENEFITS

FUNERAL BENEFITS

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MEDICAL BENEFITS

Medical treatment is given free of cost to those who are below & equal to the salary of

Rs. 7500

DEPENDENCE BENEFITS

In case of death of any employee at the time of duty, family is provided pension by ESI

Corporation.

DISABLEMENT BENEFITS

In case the employee suffers from an accident on duty & any part of his body is damaged

& thus he is disabled, then the employee is given pension plus certain % of damage-

based pension.

SICKNESS BENEFITS

If employee gets sick & due to that is not able to come to duty then 50% of his daily

wages is given to him by ESI Corporation.

MATERNITY BENEFITS

If sickness is a problem then a treatment is same as mentioned above. In case of

pregnancy of a woman, 6 weeks leave before & after delivery i.e. is plus 50 % of the

salary is given.

To avail this benefit at least 6 months contribution should have been paid by employee.

FUNERAL BENEFITS

If an employee is faced to death, for funeral Rs. 2500/- is given to his family by ESI

Corporation. This can be claimed by any of the family member who is accountable for

funeral.

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2. P.F.:-

This is the fund account maintained, in which some contribution of the employee &

employer which is given to the employee at the time of retirement or the employee can

take an advance in the form of loan from this fund.

CONTRIBUTION

12 % contribution of employees share.

12% contribution of employers share

Employees share is on basic salary + DA+ VDA

Among the employers share of 12 %8.33 % is for family pension fund.

3.67 % is for P.F.

Among the employees share of 12 %

12 % is entirely for P.F

PENSION

It is calculated on salary max. to RS 6500/-

i.e. 3.33 % of 6500 =RS 541 & the rest amount is diverted to P.F.

Now when we talk of P.F. & contribution, the thing is- to which A/C this fund goes.

These A/Cs are classified as follows-

1. A/C no.1-

Employees share 12 % + Employers share of 3.67 % = 15.67 %

If employee wish to contribute more than 12 % to his P. F. A/C then he can do that &

that amount will be added to A/C no.1.

2. A/C NO. 2

Administrative charger are being paid by the employee to A/C no. 2 i.e. 1.10 % from P.F.

fund.

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This is diverted to A/C no. 2, this amount is given to corporation for maintaining fund.

3. A/C NO. 21

This A/C is for EDCI i.e. employees deposit link insurance scheme. 5 % of salary is

diverted for this fund A/C.

4. A/C NO. 22

Here inspection charges are diverted to this A/C i.e. .01 % in case of LIC scheme & .01

% in case of EDCI is directly deposited.

NOTE: - PF RETURNS COME MONTHLY & ANNUALLY.

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COS STRATEGY FOR MOTIVATION

As being searched for, motivation level is already high in IHG GROUP employees.

After this study, it is being seen that co. always keep motivating its employees by

following some or other policies.

1. For monetary benefits-

Annual increments for JMC & SMC level workers i.e. 10-15 % annual increment

on salary.

JMC-Junior mgt. CadreSMC-Senior mgt. Cadre

2. For workers level-

Dependent on their category & date of joining, increments are given Categories are

as follows-

G3- employee meeting the minimum level of expected performance

G2- Employee having performance exceeding expectation

G1- Employee with great process improvement initiatives

3. Attendance benefits-

Those who are regular to their work & punctual of time, they are given

awards as in terms of attendance. Those who give good performance they are

given extra attendance & therefore extra salary.

4. Emotional & moral support-

The workers are being treated as a family of IHG Group. Their problems whether

related to work or personal is treated equally & is always sorted out to the extent to

which mgt. can solve it. A separate labour welfare officer is appointed for this

purpose.

Co. always tries to work on good relations of mgt. with workers & workers among

workers

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5. Free conveyance-

The most efficient & influencing motivation to employees is the free conveyance

provided to all the workers irrespective of their work.

Those who comes from far away places, they are really benefited by this facility.

6. Above salary RS 15000

Ones who are above the salary of RS 15000 they are not given treatment in ESI but

they are being provided by: -

a. Medical allowances

They are given one-month salary in a year or max. RS 15000 whichever is

less for medical expenses & also 10 days sickness leave

b. Group accident policy

For any accident, company has made an insurance policy & that person can

claim that expense from insurance co. on event of any accident. Also casual

leaves i.e. 7 in a year are given to employees of all level. And earned leaves i.e.

on every 20 working days, 1 leave is given & previous yrs. Working days are

also included.

Salary calculation-

In IHG Group Salary is calculated on 26th day and paid on the second last weekeday of

the month

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MOTIVATION

CONCEPTUAL BASE

Under this head we will be dealing with conceptual knowledge of this topic. So we will

be discussing-

1. What is motivation?

2. Fundamentals of motivation.

3. Theories of motivation-

o Maslows theory

o Two-factor theory

o ERG theory

Vrooms theory of motivation

4. Motivation & organization

5. Motivation & work

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MOTIVATIONMOTIVATION

Well define MOTIVATION as the process that account for an individuals intensity,

direction, and persistence of effort toward attaining a goal. The job of a manager in the

workplace is to get things done through employees. To do this the manager should beable to motivate employees. But that's easier said than done! Motivation practice and

theory are difficult subjects, touching on several disciplines.

In spite of enormous research, basic as well as applied, the subject of motivation is not

clearly understood and more often than not poorly practiced. To understand motivationone must understand human nature itself. And there lies the problem!

Human nature can be very simple, yet very complex too. An understanding andappreciation of this is a prerequisite to effective employee motivation in the workplace

and therefore effective management and leadership.

Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to

drink; it will drink only if it's thirsty - so with people. They will do what they want todo or otherwise motivated to do. Whether it is to excel on the workshop floor or in the

'ivory tower' they must be motivated or driven to it, either by themselves or through

external stimulus.

Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated,for motivation is a skill which can and must be learnt. This is essential for any business to

survive and succeed.

Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)

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Ability in turn depends on education, experience and training and its improvement is a

slow and long process. On the other hand motivation can be improved quickly. There aremany options and an uninitiated manager may not even know where to start. As a

guideline, there are broadly seven strategies for motivation.

Positive reinforcement / high expectations

Effective discipline and punishment

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

These are the basic strategies, though the mix in the final 'recipe' will vary from

workplace situation to situation. Essentially, there is a gap between an individuals actualstate and some desired state and the manager tries to reduce this gap.

Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others

in a specific way towards goals specifically stated by the motivator. Naturally, these

goals as also the motivation system must conform to the corporate policy of theorganization. The motivational system must be tailored to the situation and to the

organization.

In one of the most elaborate studies on employee motivation, involving 31,000 men and13,000 women, the Minneapolis Gas Company sought to determine what their potentialemployees desire most from a job. This study was carried out during a 20 year period

from 1945 to 1965 and was quite revealing. The ratings for the various factors differed

only slightly between men and women, but both groups considered security as the highestrated factor. The next three factors were;

advancement

type of work

company - proud to work for

Surprisingly, factors such as pay, benefits and working conditions were given a lowrating by both groups. So after all, and contrary to common belief, money is not the

prime motivator. (Though this should not be regarded as a signal to reward employees

poorly or unfairly)

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THEORIES OF MOTIVATIONTHEORIES OF MOTIVATION

There are several approaches to the study of motivation. A perusal of the theories will

help us to understand the nature of motivation better. There are many theories which are

classified under two heads: -

Early theories/ Contemporary theories

But some of the important & well popular theories are discussed here under.

o Maslows theory

o Two factor theory

o Vrooms theory

MASLOWS THEORYMASLOWS THEORY

The need hierarchy of motivation, propounded by ABRAHAM HAROLD MASLOW

is, undoubtedly, the simplest & most widely discussed theory of motivation. He

hypothesized that within every human being there exists a hierarchy of five needs. These

needs are:-

1. Physiological: Includes hunger, thirst, shelter, sex and other bodily needs.

2. Safety: Includes security and protection from physical and emotional harm.

3. Social: Includes affection, belongingness acceptance, and friendship.

4. Esteem: Includes internal esteem factors such as self-respect, autonomy, andachievements; and external esteem factors such as status, recognition and attention.

5. Self actualization: The drive to become what one is capable of becoming; includes

growth, achieving ones potential, and self-fulfillment.

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The essence of theory may be summarized as follows-

1. Human beings have wants, which can influence behavior. Only unsatisfied needs can

influence their behavior, satisfied needs do not act as motivators.

2. Since needs are many, they are arranged in the order of their importance or hierarchy

i.e. from basic to complex.

3. The person advances to the next level of hierarchy, only when the lower need isminimally satisfied.

4. Furthur up the hierarchy, the person is able to go, the more individually, &

psychological, health he or she will display.

We can see the hierarchy of needs in laid by MASLOW as under-

SELF

ACTUALIZATION

SELF

ESTEEM

BELONGINGNESS &

LOVE NEEDS

SAFETY

PHYSIOLOGYCAL NEEDS

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A SCHEMATIC REPRESENTATION OF MASLOWS NEEDHIERARCHY

THEORY

Now we can a look on these needs as discussed below-

A. PHYSIOLOGICAL NEEDS

The most basic, powerful, & obvious of all human needs is the need for physical

survival. Included in this group are the needs hunger, thirst, shelter, sex, sleep,

protection from extreme temperature & sensory stimulation. The person who fails to

satisfy the basic level of needs just will not be around long enough to attempt

satisfaction of higher need levels. If any of these needs remains unsatisfied, the

individual rapidly becomes dominated by that need, so that all other needs quickly

become non-existent or become decidedly secondary. e.g. a chronically hungry person

will never strive to compose music or build a brave new work. Such person is too much

pre-occupied with getting something to eat.

B. SAFETY NEEDS

Such needs arise when physiological needs are met. Maslow suggested that that safety

needs are more readily observed in infants & young children because of their relative

helplessness & dependence on adults. Safety needs can be, in terms of organization

context- correlate to such factors as job security, salary increase, safe working

conditions, unionization & lobbying for protective legislation.

Other e.g. are when individuals are confronted with real emergence i.e. war, crime,

waves, floods, earthquakes, riots, societal disorganizations, & similar other conditions.

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C. BELONGING & LOVE NEEDS

It constitutes the third level in the hierarchy of needs. These needs arise when

physiological & safety needs are met or fulfilled. An individual motivated at this level

longs for affectionate relationship with others namely, for a place in his/her family or

reference groups. Group membership becomes the dominant goal for the individual.

D. SELF-ESTEEM NEEDS

It occupies the fourth level. Maslow classified these needs into two subsidiary sets

SELF-ESTEEM

SELF-RESPECT ESTEEM FROM OTHERS

Self-respect includes such things as desire for competence, confidence, personal strength,

adequacy, achievement, independence & freedom. Here an individual wants to know that

he or she is competent or capable of mastering tasks & challenges in life.

Esteem from others includes prestige, recognition, acceptance, attention, status,

reputation & appreciation. In this case, individuals need to be appreciated for what they

can do, that is recognized and valued by others.

In organizational context- self-esteem needs correspond to job tittles, merit pay, peer /

supervisory recognition, challenging work, responsibility & publicity in co. publication.

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E. SELF-AVTUALIZATION NEEDS

Finally if all the earlier four level needs are satisfied, then the need for self-actualization

comes to the fore. It is characterized by Maslow as the desire to become every-thing that

one is capable of becoming. The person who has achieved this highest level of need

presses towards the full use & exploitation of his/her talents, capacities & potentialities.

In other words, self-actualization is to become every-thing that one wants to become, to

reach peak of ones potential.

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TWO-FACTOR THEORY

This theory is propounded by the psychologist FREDRICK HETZBERG. This theory is

also termed as dual factor theory or motivation-hygiene theory. It is widely accepted by

managers concerned with the problem of human behavior at work.

According to Herzberg there are two factors that effect dissatisfaction & satisfaction. The

factors are-

Motivators & Hygiene factors

Satisfaction is effected by motivators & dissatisfaction is effected by hygiene factors.

HYGIENE FACTORS

NO DISSATISFACTION DIS-SATISFACTION

(SATISFACTION)

MOTIVATORS

SATISFACTION NO- SATISFACTION

(MOTIVATION)

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CONTRASTING VIEWS OF SATISFACTION & DISSATISFACTION

It shows that if hygiene factors are present at the work place, then the person will not be

dissatisfied. His life is moving normal. But when these factors are absent from the work

place, than the person will be highly dissatisfied.

In case of motivators, if motivating factors are present, then the person will feel satisfied

& motivated to work. But if the motivators are absent from the work place then the

person will neither be satisfied nor dissatisfied.

FACTORS

HYGIENE FACTORS MOTIVATING

FACTORS

CO. POLICIES & ADMINISTRATION ACHIEVEMENT

SECURITY RECOGNITION

STATUS WORK ITSELF

SALARY RESPONSIBILITY

WORKING CONDITIONS GROWTH ADVANCEMENT

MOTIVATORS

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These are the intrinsic factors i.e. factors which motivate the workers to go to their best

in their performance. Such as-

o Achievement

o Recognition

o Work itself

o Responsibility

o Advancement &

o Growth

They seem to be related to the job satisfaction. These are the motivators, satisfiers or job-

content factors.

HYGIENE FACTORS

These are the extrinsic factors. These are job content factors. Such as-

o Cos policy & administration

o Supervisiono Working conditions

o Salary

o Status

o Security

o Interpersonal relations

These help the worker to work comfortably, so as to achieve desired work at work place.

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VROOMS MOTIVATIONAL THEORY

This theory is propounded by VICTOR H. VROOM. This theory postulates that

motivation depends on the strength of the expectation that the act will be followed by a

given outcome & on the preference of an individual for that outcome. The figure below-

This is the Vrooms expectancy model i.e. VIE theory. There are 3 variables in the model

which are discussed as under-

36

Instrumentalities

Secondlevel outcomes

Expectancy First level outcomes

Motivational

Force

F = valence* Expectancy

Out come 1

Out come 2

Outcome 2C

Outcome 2B

Outcome 2A

Outcome 1B

Outcome 1A


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VALENCE

Valence refers to the degree of outcomes as seen by the individual. In other words,

valence refers to the strength of an individuals preference foe a particular outcome.

Other terms might be used including- value, incentive, attitude & expectancy.

Valence may vary from 1 to +1. Valence is negative if the individual prefers not to

attain an outcome. It is positive if he/she has strong preference for the outcome. Valence

must be positive if motivation to take place.

RANGES OF VALENCE, INSTRUMENTALITY & EXPECTANCY

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Valence

-1 0 Instrumentality 0+1

0 0

0 Expectancy +1


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INSTRUMENTALITY

Instrumentality refers to the belief that the first level outcome will lead to the secondlevel of outcome.

For e.g. The person would be motivated towards superior performance because of the

desire to be promoted.

The superior performance (first level outcome) is seen as being instrumental in obtaining

a promotional (second level outcome). In effect the person makes a subjective judgment,

so that the organization will value his performance & will administer rewards suitably.

This in turn will motivate the employees to work hard & perform in the desired manner

Its value may vary from 0 to 1. If employees see that promotions are based on

performance, instrumentality will be rated high. If employees fail to see such linkages

between performance & reward, then instrumentality will be rated low.

EXPECTANCY

Expectancy refers to the belief that will lead to completion of the task. For e.g. A person

selling magazine subscriptions door to door may know from experience that the volume

of sales is directly related to no. of sales calls made. Expectancy is stated as probability

i.e. the employees estimate of the degree to which performance will be determined by

the amount of effort expended. Its value may range from 0 to 1. If a worker sees no

chance that effort will lead to performance, then expectancy is 0 & if he or she is

confident that the task will be completed then expectancy is 1.

MOTIVATION = EXPECTANCY * INSTRUMENTALITY * VALENCE

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Employee motivation in the workplace

The job of a manager in the workplace is to get things done through employees. To do

this the manager should be able to motivate employees. But that's easier said than done!Motivation practice and theory are difficult subjects, touching on several disciplines.

In spite of enormous research, basic as well as applied, the subject of motivation is notclearly understood and more often than not poorly practiced. To understand motivation

one must understand human nature itself. And there lies the problem!

It is seen that organization exists for achieving its objective. And in order to so, its task

is divided in to a no. of sub-tasks which are accomplished through organizational roles.

These roles spell out the duties & obligations on the part of the persons in them. Once

these duties & obligations are complied with in each role, spread over all the levels &

functions, then only the organization get its pre-determined results.

On the other hand, the person exists in the organization with his needs, motives &

expectations, which he seeks fulfillment of. Once his needs & expectations are fulfilled,

he gets satisfaction. The effectiveness of the organization lies in matching the

requirements of organizational roles. With the needs & expectations of people put it in

such a way that once such role requirements are complied by the person, he also fulfills

his needs. In the process, the organization gets its results & the person on their

perspective jobs get satisfaction of their needs.

In usual organizational management the superiors at every level have to bring awareness

of role requirements to the subordinates. As superiors are primarily concerned with

employees performance & workers are primarily concerned with fulfillment of their

needs & expectations (as shown in the diagram above), it requires executive & leadership

skills to match theorganizations task requirements & subordinates needs & expectations,

so that it can serve the dual purpose of achieving organizational objectives & the workers

satisfaction & involvement.

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Human nature can be very simple, yet very complex too. An understanding and

appreciation of this is a prerequisite to effective employee motivation in the workplace

and therefore effective management and leadership.

Motivation and organization

Motivation & organization are interrelated. Motivation is that function which is

necessary to achieve goals of the organization.

In order to have a clearer understanding, motivation to work must be viewed in the

context of organization where it is taking place. It is explained in much better form in the

chart given below.

(ACTION)

(TENSION)

40

ORGANIZATION

PERSON

ROLES

REQUIREMENTS COMPLIANCE SATISFACTORY

RESULTS

PERSONALITY

NEEDS EXPECTATIONS

FULFILLMENT

SATISFACTION

SECURITY, BELONGINGNESS,

RECOGNITION, STATUS,

SELF-EXPRESSION.

EGOISTIC

SOCIAL

BIOLOGICALSUPERVISOR


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MOTIVATION & WORK

A men work for various reasons, sometimes for a combination of reasons & sometimes

for different reasons at different times. Normally, a vast majority of people works for

money, for livelihood, & maintenance of family. Those who get beyond the stage of

making the two ends meet may work for good social status or position, to further

professional attainment, freedom & challenge & a variety in jobs & even for the interest

in job itself.

Money/pay is the means for survival & livelihood. It also serves as a means to social

position, prestige, status, power, security & to fulfilling individual pursuits like

philanthropy, religious & missionary activities, recreational & outdoor activities & the

like. Thus money in the form of pay or earnings gets inseparably connected with needs &

motives of all sorts.

But the commonly held belief that employees work for money only is a fallacious one.

Every one in the hierarchy of the organization including workmen to have self-respect,

expect fair & human treatment. When self-respect is violated & all the other humanaspects are ignored, it is natural, that then even the pay can bring about only partial

motivation & often a good deal of contentment or empathy along with it.

In this situation, most employees may then tend to treat such symptoms through their

adhoc, manipulative, patchy effort without going to the root cause. If the problem drags

on, it may banish efficiency & productivity out of the organizational system.

Thus this is the most important task of the employer to look after the needs &

expectations of workers working for there, to treat them as humans, respect them & also

give a fair treatment so that desired work can come out of employees of the organization.

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RESEARCH METHODOLOGY

RESEARCH (DEFINITION)

The research can be defined as logical and systematized mean or techniques to discover

new facts or verify and test old facts, analyze their sequences, inter-relationship and

casual explanations which were derived with an appropriate theoretical frame of

reference, develop new scientific tools, concepts and theories which would facilitate

reliable and valid study of human behaviors.

Collection of data is the first step in statistics towards the goal of conclusion. The data

collection process follows the formulation of research design including the sample plan.

Data can be secondary or primary, can be collected using variety of tools.

Collection of Secondary Data

Secondary data may be described as those data that already available i.e., they refer to

data, which have already been collected and analyzed by someone else. When researcher

utilizes secondary data, he has to look into various sources from where he can obtain

data.

Usually published data is available in:

o Various publications of central, state and local government;

o Various publications of international bodies;

o Technical and trade journals;

o Books, magazines and newspapers;

o Reports and publications of various associations connected with business and

industry, banks, stock exchanges, etc;

o Reports prepared by research scholars, universities, economist, etc, in different

fields;

o Public records and statistics, historical documents and other sources of published

information.

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Collection of Primary Data

Primary data may be described as those data that has been observed and recorded by the

researchers for the first time to their knowledge. The cost of collection of secondary

data is less than data. Instance the knowledge of secondary data is essential for planning

the collection of primary data.

We can obtain primary data either through observations or through personal interviews.

This in other words, means that there are several methods of collecting primary data,

particular in surveys and descriptive researches. Important one are:

o Observation method

o Interview method

o Through questionnaires

o Through schedules

o Through projective techniques

o Depth interviews

o Content analysis

There are two basic methods used in collecting primary data.

o Observation

o Questionnaire

OBSERVATION METHOD: when data are collected by observation, the investigator

asks a question. Instead, he observes the objects or actions in which he is interested.

Some times individuals make the observation on other occasions; mechanical devices

observe and record the desired information.

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QUESTIONNAIRE METHOD: A questionnaire consists of a set of questions

presented to respondents for their answers. The responses may be undertaken either by

the interviewer or by the respondents, as the methods of data collection require. The term

questionnaire usually refers to a self-administered process where by the respondent him

self reads the question and records the question and records his answers his answers

without the assistance of an interviewer.

Questionnaire: Designing Questionnaire is highly specialized job and requires a great

deal of skill and experience. While developing a Questionnaire, the researcher has to be

very clear on the following issues:-

o What information will be sought?

o What type of Questionnaire will be required?

o How the Questionnaire will be administrated?

o What the content of the individual will be?

o What the form of response of each question will be?

o How many questions will be used and how the individual questions will be

sequenced?

o Whether the Questionnaire shall be disguised or undisguised?

o Whether the Questionnaire shall be structured or unstructured?

In this project the information has been collected from the around 200 employees of

INTERCONTINENTAL HOTELS GROUP, to collect the primary data to know their

interest, understanding, suitability at there job and what motivated them the most.

SAMPLING FRAME- Here is the IHG Group.Unit 10, DLF Cyber City, Phase II, Gurgaon

SAMPLING UNIT- is an individual employee.

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ANALYSIS & INTERPRETATION

Here we will deal with analyses of data collection & interpretation thereof. The data

obtained from the methods stated above will be analyzed & interpreted.

As stated above & earlier data is collected by random sampling method & questionnaire

& observation.

ANALYSES OF DATA

For collecting the data here certain standardized parameters have been set up. And then

the analyses have been done. The parameters are discussed as follows :-

o Personality traits of the employees

o Job satisfaction level

PERSONALITY TRAITS OF EMPLYEES

0%

10%

20%

30%

40%

50%

60%

70%

80%90%

100%

Hardworking

cooperative punctual Takeinitiative

male

female

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CONCLUSION-

As its clear from the above graph that, as regard to personality traits of employees 78%

male workers are hardworking & in female workers 80 % are hardworking. 100 % male

& even female workers are cooperative. 87.5 % male workers & 96 % female workers

are time punctual. 75 % male workers & 80 % female workers are in habit to take

initiative to work on their own, without being forced by the employer to work.

So we can conclude that most of the workers of IHG Group are hard working,

cooperative & time punctual. It proves that co. has good command over their employees.

Questions, responses and Interpretations

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1. Tick the level of satisfaction regarding the working environment

CONDITIONS (i)(i) MALEMALE FEMALE TOTALV. GOOD 50 60 110

GOOD 30 30 60

SATISFACTORY 20 10 30

NOT SATISFACTORY 0 0 0

0

20

40

60

80

100

120

V-GOOD GOOD SAT ISFACT ORY NOT -

SATISFACTORY

MALE

FEMALE

TOTAL

CONCLUSION-

As its clear from the above graph that, as regard to working conditions 110 workers say

that the working conditions are very good in the co., 60 workers say that the working

conditions in the co. are good, 30 workers say that the working conditions in the co. are

satisfactory & not even a single worker say that the working conditions in the co. are not

satisfactory.

So we can conclude that majority of the workers are satisfied with the working

conditions in the co.

2. Are you satisfied with the salary structure in IHG Group?Tick on theappropriate box.

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Salary Structure MALEMALE FEMALE TOTAL

V. GOOD 51 55 106

GOOD 32 35 67



0

20

40

60

80

100

120

V-GOOD GOOD SATISFY NOT SATISFY

MALE

FEMALE

TOTAL

CONCLUSION-

As seen in the above graph, as regard to salary 106 employee thinks of their salary to be

good and very good.13 male workers & 8 female workers are satisfied with their salary.However still there are 6 employees who are not satisfies with their salary.

So we can conclude that majority of the workers are satisfied with their salary.

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3. Are you satisfied with the no. of working hours in IHG Group? Tick on the

appropriate box.

WORKING HOURS (ii)(ii) MALEMALE FEMALE TOTAL

V. GOOD 55 45 100

GOOD 25 27 52



0

20

40

60

80

100

V-GOOD Good SATISFY NOT SATISFY

MALE

FEMALE

TOTAL

CONCLUSION-

As seen in the above graph, as regard to work hours 100 employees feel the work hours

are good or very good and 48 employees are satisfied with the work hours. And not even

a single worker is dissatisfied with their work hours.

So we can conclude that majority of the workers are satisfied with their salary.

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4. Tick the level of satisfaction regarding the technology used in the co.

TECHNOLOGY

USED(iii)(iii) MALEMALE FEMALE TOTAL

V. GOOD 45 48 93

GOOD 35 38 73



0

20

40

60

80

100


MALE

FEMALE

TOTAL

CONCLUSION-

As seen in the table above, as regard to technology used in the co. 12 workers says that

technology used is very good. 10 workers says that technology used is good. And 8

workers says that technology used is satisfactory. So we can conclude that majority of

workers are satisfied with technology used & some others are very much satisfied with

technology used in the co. & no one is seen unsatisfied with the technology.

So we can say that IHG Group. is using best technology.

5. Are you satisfy with an increment which is done on periodic basis?

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Yes: 160

No: 40

160

40

NO

YES

160

CONCLUSION-

As seen in the above graph 160 workers are satisfied with an increment which is done on

periodic basis. While 40 workers are not satisfied with an increment which is done on

periodic basis.

All the above inferences indicate that employees are of opinion to gradually move out

from a traditional exercise. Employees at all levels expect more regarding this. It will

help in development of employees.

6. Are you satisfied with the welfare with the welfare facilities being

provided in the co.? Tick the satisfaction level.

WELFARE (iv)(iv) MALEMALE FEMALE TOTAL

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FACILITIES

V. GOOD 30 35 65

GOOD 25 28 53



010

20

30

40

50

60

70

80

90


MALE

FEMALE

TOTAL

CONCLUSION-

As seen in the above graph, as regard to welfare facilities used in the co. 12 workers saysthat welfare facilities used is very good. 14 workers says that welfare facilities used is

good. And 2 workers says that welfare facilities used is satisfactory. So we can conclude

that majority of workers are satisfied with welfare facilities used & some others are very

much satisfied with welfare facilities used in the co. & no one is seen unsatisfied with thetechnology.

7. Do you participate in the process of management?

Yes = 118

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No = 82

118

82

NO

YES

CONCLUSION-

As seen in the above graph 118 workers participate in the process of management whilethe 82 workers do not participate in the process of management

All the above inferences indicate that employees are of opinion to gradually move outfrom a traditional exercise. Employees at all levels expect more regarding this.

It will help in development of employees.

8. Are the training programs organised by the company are good or effective?

Yes = 125

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No = 85

YES, 125

NO, 85

NO

YES

CONCLUSION-

As seen in the above graph 125 workers agreed that training programme are organized bythe company are effective while 85 workers disagreed this statement that training

programme are organized by the company are effective.

All the above inferences indicate that employees are of opinion to arrange more and needbased training programmes for all the categories of employees so that they can enhance

their skills in that area.

9. What rating you give to these training programmes?

TRAINING

PROGRAMMESMALEMALE FEMALE TOTAL

POOR 0 0 0

AVERAGE 35 38 73

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GOOD 30 32 62

EXCELLENT 35 30 65

0

10

20

30

40

50

60

70

80

POOR AVERAGE GOOD EXCELLENT

MALE

FEMALE

TOTAL

CONCLUSION

As seen in the above graph, rating of training programmes organized in the co. 73

workers say that training programmes organized in the company are average. 62 workers

say that training programmes organized in the company are good. And 65 workers saythat training programmes organized in the co. are excellent.

So we can conclude that majority of workers are satisfied & some others are very muchsatisfied & no one is seen unsatisfied with the technology.

10.What type of Relation you have with Mgt. & Co-workers?

TRAINING

PROGRAMMES(v)(v) MALEMALE FEMALE TOTAL

V-GOOD 50 55 105

GOOD 40 42 82

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NOT-SATISFACTORY 0 0 0

50

40

10

0

0

20

40

60

80

100

120

V-GOOD SATISFACATORY

MALE

FEMALE

TOTAL

CONCLUSION-

As stated in above table, relations of workers with their management & co-workers are

50 male workers & 55 female workers talks of very good relations & 40 male workers &

42 female workers talks of good relations. 10 male workers & 3 female worker talks ofsatisfactory relations. Nobody talks of dissatisfactory relations.

So we can say that cos mgt. has maintained good relations with their employees.

11.What type of communication is present in your company?

Formal = 58

Informal = 142

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29%

71%

INFORMAL

FORMAL

CONCLUSION-

As stated in above graph, type of communication present in company. 71% workers talks

of informal communication present in the organization and 29% workers talks of formal

communication present in the organization.

So we can say that cos mgt. has partially both type of communication (formal as well asinformal).

12.Are you satisfied with your job profile?

Yes = 168

No. = 32

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16%

84%

YES NO

CONCLUSION-

As it is clear from the above graph that in company. 168 workers or 84% workers are

satisfied with their job profile present in the organization and only 32 or 16% says that

they are not satisfied with their job profile present in the organization.

It is concluded from the above inferences that employees as a whole view are satisfied

with their job profile present in an organization.

13. INCENTIVES EXPECTED BY EMPLOYEES

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INCENTIVES MALEMALE FEMALE TOTAL

% i)

NN

% a.a.

NN

%

SPECIALPERFORMANCE

8 8 12 12 20 10

TRAVELLING

ALLOWANCE

12 12 11 11 23 11.5

SALARY

INCREMENTS

17 17 16 16 33 16.5

PRODUCTION

INCENTIVES

18 18 14 14 32 16

ATTENDENCEINCENTIVES 5 5 4 4 9 4.5

PROMOTIONS 25 25 21 21 46 23

LEAVE

TRAVELLING

ALLOWANCE

5 5 7 7 12 6

OVER TIME

PAYMENT

10 10 15 15 25 12.5

Here N = No. of employees.

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12

17%

18%5%

25%

5%10%

8%

SPECIAL PERFORMANCE TRAVELLING ALLOWANCE

SALARY INCREMENT PRODUCTION INCENTIVES

ATTENDANCE INCE. PROMOTION

LEAVE TRAVELLING ALLOWANCE OVERTIME PAYMENT

CONCLUSION-

As stated in table above, the data clearly shows that workers expect from their co. several

from of incentives are expected by different percent of employees.

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14. ATTITUDE OF EMPLOYEES TOWARDS THE CO.

POSITIVE 198

NEGATIVE 2

1%

99%POSITIVE

NEGATIVE

CONCLUSION-

So we can see that a majority of workers are having positive attitude towards the co.

When they are asked whether to leave the co. they said no. 909% employees dont want

to leave the co. It shows their devotion towards the co. Only 1% of employees are ready

to leave the co.

So by this its proved that how much workers are attached to their co.

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15. WHICH MOTIVATING FACTORS YOU PREFER MOST INTHE CO.?

i. FACTORS MALE FEMALE TOTAL

MONEY 60 68 128

JOB SATISFACTION 20 17 37

SELF-ESTEEM 12 9 21

SELF-COOPERATION 4 3 7

COOPERATION FROM SUPERIORS 2 2 4

PARTICIPATION IN MGT. 2 1 3

12%4% 2% 2%

60%

MONEY JOB SATISFACTION

SELF-ESTEEM SELF-COOPERATION

COOPERATION OF SUPERIORS PARTICIPATION IN MGT.

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CONCLUSION-

As we have seen in the above graph as regard to motivating factor of employees of the

co., 60 male workers & 68 female workers i.e. (64%) takes money as their motivating

factor. 20 male workers & 17 female workers i.e. (18.5%) takes job satisfaction as their

motivating factor. 12 male worker i.e. & 9 female worker i.e. (10.5%) takes self-esteem

as their motivating factor.

So we can conclude that it will not be correct to say that all workers work for money

only. Infact, workers also work for job satisfaction, self-esteem, self-actualization &

cooperation from mgt. So this proofs that co. has hold good command on motivating

their employees.

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FINDINGSFINDINGS

After conducting the study, analyses have been made & the results are being interpreted

there off. Now after all of the study, observation & personally made queries some

findings are given hereunder:-

1. Employees are hard-working.

2. Employees are cooperative.

3. Employees are punctual.

4. Working conditions are good & more satisfactory for employees.

5. It is strange but 53% of workers are satisfied with salary.

6. Technology being used is latest & updated as founded by personal sources &

interview conducted.

7. Mgt. relations with workers are very good & healthy. There is no union in this

company.

8. When we talk of motivating factor,

64 % go for money

18.5 % go for job satisfaction

10.5% go for self-actualization2 % go for cooperation from superiors.

9. When asked for their expectations from workers, they expect some incentives as

follows-

o Special performance incentives

o Traveling allowance

o Salary increments

o

Production incentiveso Promotion & many

10. Workers and JMC & SMC, every body are highly attached to the co. They do not

want to leave the co. at any cost.

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RECOMMENDATIONSRECOMMENDATIONS

The recommendations outlined are offered as a practical guide for implementation and astarting point for additional experimentation. Each recommendation may not be practical

in all settings; but taken together, they can help make formal performance reviews more

effective for the organization and more beneficial for employees. The challenge is toreinvent the motivational factors to encourage employees to develop relevant skills and

to guide employee performance towards the achievement of critical organizational

objectives.

As it had been discussed earlier in findings, co. is going perfect in its procedures,technology, working conditions, job satisfaction among employees, but still it need to

develop in some fields as to some important matters. The following suggestions may beput forward in respect to the motivational factors for employees being followed in IHG

GROUP.

Environment need to be developed & improved a lot, as regard to cleanliness,humidity, temperature control for low level workers. Etc.

Cos policies need to be refined & worked on again. Their strategies & practices

need to be re-planned & implemented.

It needs to develop more professionalism. So, there should be moreprofessionalism in the co.

Social security of workers should be considered as one of the important &

necessary point to take care.

The Perceive fairness of the process used to determine the distribution of

rewards.

_motivational level of employees of ihg (2)

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