Employee Motivation And Morale

Employee Motivation and Mor ale

Flow of the presentation • • • • • • •

Introduction Purpose of the Project Why study motivation Approach of the study



•

Statistical representation : Findings

ü ü ü

Graphs Scatter plots Bar diagrams



•

Qualitative analysis: findings

• • • • • • • • • •

Areas of improvement A comparative study Recommendation Good practices

Introduction 

Study on Employee Motivation and Morale at PNCP site of Hydrocarbon Mid and Down, E&C Division.

Purpose of the Project •

Identify the factors related to Employee Motivation and Organizational function



• To find out the areas of improvement • • Do a comparative study 

• Recommendations

Motivation ?

Successful motivation involves : q q Getting people to do what you want them to do q q q do q q q q do q q

How much you want them to it

How long you want them to it

q The way you want them to do it q Because they want to do it

Direction

Inten sity

Persistence

Theory of Human motivation / needs = Self Transcendence = Self actualization

Abraham H . Maslow 1908 - 1970

Herzberg`s Two factor theory 1960 High

Maintenance Factors

Low

(Extrinsic motivators – physiological , safety, and social needs – existence and Relatedness needs) Pay, benefits, job security, working conditions, company policies

Not Dissatisfied (with the maintenance factors)

Dissatisfied

Motivator Factors (Intrinsic motivators – esteem and self-actualization needs – growth needs) Work itself, recognition, achievement, increased responsibility, growth

Satisfied

(with job motivator factors) Not Satisfied (Motivated) (Not Motivated)

Employees can be motivated by Clear Goal setting

Rewards & Incentives

Sense of achievement

R E C O G N I T I O N

Team spirit, loyalty & Strong relationships

Ownership + Participative management = Motivated Employees ( Robbins )

Motivation is the key to finishing the race with Success Those who run in a race all run, but one receives the prize. Run in such a way that one may taste the success

Why study motivation? Katz & Kahn (1978):Employees must

be attracted to join and stay with the organisation

dependably carry out their job

To Gain Competitive advantage

transcend dependable performance + engage in creative/ innovative behaviour at work

Approach of the study 

Population = 67 (approx.)

 

Sample size = 40

E&C 80% and others 20%) Technical= 92.5% Non technical= 7.5% 

  

Sampling Method

Multistage Sampling ( stratified + random sampling)

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Questionnaire formation + pretesting

 

Data collection( quantitative + qualitative)

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Data analysis

 

Findings

 

Comparative study

 

Questionnaire : rationale behind different parameters   

Quantitative study

• • •

1 = strongly disagree 2 = disagree 3 = neutral 4 = agree strongly agree

5=

Motivation and morale

Job satisfaction

gnitaR

Hygiene Factors

Statemen ts

Performance and rewards

Analysis based on work experiences: Motivation and morale

gnitaR

• • •

Work Experience

Analysis based on work experiences : Inclusiveness

• • •

Work experience

Analysis based on work experiences : Job satisfaction

• •

Work experience

• •

Work experience

Analysis based on work experiences : Performance and rewards

• •

Findings

gni t a R

Low satisfaction among employees having 4 to 8 years of experience and 0 to 2 years of experience

Work experience

Qualitative study

Interview & Observation Roles not as per ones qualification . No fixed working hours

Multiple reporting

Routine and monotonous job

Less assistance from

seniors

in prob

Job dissatisfaction Work overload

Training ( More in house )

stent inequity as compared to the colleagues in being the office No clarity in the task allocation ( reason internal reorganization of HC

.

Unhygienic food loss in executive guest houses leading t o health problems such as fatigue , HSE tiredness , weight etc Conditions

Suggestions

(given by

Employees) qRecreational activities and indoor games such as T . T . table in the office to overcome boredom qAt least two Saturdays in a month should be off . q

qWorking hours to be fixed i . e . max up to 10 hours on the site ( except for urgencies ) q qAppreciation and Encouragement provided to the employees . q qTransparency in terms of Rewards and Recognition q

q q

Continued :qWork Experienced / fresh entrants the teams should be increased q

in

qMorale boosting seminars or gatherings q qOuting every six months q qEmployee assistance program e . g . Counseling q q

Areas of improvement q MBO ( management by objective) q qTask allocation as per one`s back ground and talent q q Information sharing (task + results+ organ.) q q Inequity among the employees(reward & recogn) q qAlign individual goal to the organization`s goal q q Culture of appreciation q q Job enrichment by provision of job challenges q q Check the gap b/w policies and practice ( HSE q q Performance based rewards and recognition q q Transportation

Percentage performance improvement according to different types of O.B. mode Reinforcers Type of Organization

Overall effect

Monetary

Performance Feedback

Social

atten/recog. (1)

(2)

(3) (no studies)

Manufacturing

33%

39%

41%

Service

13%

14%

6%

Type of Organizations Manufacturing Services

Simultaneo us Applicatio n of 1 and 2

Simultaneo us Applicatio n of 2 and 3

15%

Simultaneo us Applicatio n of 1 , 2 and 3

(No studies)

41%

44%

30%

30%

49%

Source – Dr. Zubin R. Mulla , Professor

Research based comparative study Research conducted by department of labor (U.S.A.) on 1500 workers ( white collar) who were asked to rate the job factors. There findings ( Sanzotta 1977) are as follows :-

Most important

Least Important

Least importa nt

(PNCP)

L &T

Research

Most importa nt

Comparative study

Global Employee Engagement Vs PNCP Employment engagement report 2008 (BlessingWhite,Inc.) : Global Findings

Recommendations qAppreciation and Awards qProper feedback should be provided after every goal achieved qSharing of information regarding tasks + results + Organization strategy qMore challenging and responsible task qIncentives ( piecemeal ) based on Individual + Team + Organization`s performance qReview of

HSE conditions

qReview of working

hours and

holidays

Continued:qTask allocation based on employee`s qualification qTransparency in rewards and recognition q qPerformance based rewards

Operant conditioning (1953) :A desired voluntary behavior which leads to reward or prevents a punishment or People learn to associate stimulus and response

B . F . skinner 1904 - 1990

Schedules of reinforcement

Reinforcement scheduled Effect of behavior

Nature of reinforcement

Continuous

Rewards after each Desired behavior

+ve but rapid extinction

Fixed Interval

At fixed time intervals

Variable interval

At variable time

Moderately high + slow extinction

Fixed ratio

At fixed amounts of output

High and stable performance but rapid extinction

Variable ratio

At variable amount of output

average performance +rapid extinction

Very high performance + slow extinction

Variable - ratio schedule : Commissioned salespeople

Number of 6 14

15

7

8

9

1 10

2 11

3

12

4

13

5

Good practices qGood interpersonal relation amongst team members + boss+ subordinates q q Freedom of expression q q Company values new ideas q qSite based job : good learning experience + value add to the skill sets q q High accountability of the job q q More autonomy and less supervision q

References The best of the Gallup Management Geoffrey Brewer and Barb Sanford )

Journal ( edited by

Group processes by Donelson R . Forsyth Applied Human Relations an organizational approach by Jack Halloran Organization Behaviour by Robbins Industrial psychology by Harrel Employee engagement report by BlessingWhite , Inc . , U . S . A .  

Thank you 谢谢