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International Journal of Human Resource Management and Research (IJHRMR) ISSN 2249-6874 Vol. 3, Issue 4, Oct 2013, 9-14 © TJPRC Pvt. Ltd.


Principal and Research Scholar, Bharati Vidyapeeth Deemed University, Yashwantrao More College of Arts, Science and Commerce, Pune, Maharashtra, India 2

Research Scholar, Bharati Vidyapeeth Deemed University, Pune, Maharashtra, India


Associate Professor, Bharati Vidyapeeth Deemed University, IMRDA, Sangli, Maharashtra, India

ABSTRACT Motivation is the primary tribulations in any industry and is often inadequately addressed in typical organization. This article makes an attempt to clarify the multifaceted gathering of motivation. As it relates to developmental changes, to individual and culturally related differences. Motivational matters in the workplace can begin in management as well as last employees. Issues affecting motivation array of insufficient tools to achieve company goals to a simple lack of employer acknowledgment of worker achievements. Changing the motivational climate and identifying the issues affecting workers and determine the root cause of these problems and suggesting a model for human development which is more of mathematical like Vrooms Theory of motivation.

KEYWORDS: Motivation, Workplace, Workers. Motivational Issues INTRODUCTION “Employee of the Month” programs actually destroy employ morale and teamwork – but organizations do! Sugar industry is a conventional countryside based agro businesses in India. The motivational practices in the current industries are usually come from bend of research areas in the academics. In case of sugar industry, motivation study is exceptional phenomenon of research. The affiliations amid the sugar industry and inter-departmental aspects of sugar industry have been discussed at length, on numerous juncture, by researchers. However little attention had been devoted to the internal structure and motivation policies and practices followed by these industries. Such an analysis relating to motivation policies and practices in sugar industry, it is anticipated that it would help in understanding and analyzing the motivation programmes in more mathematical way. Policies and practices adopted by the sugar industry under private sector also need to be redefined as they also use the traditional methods of motivation techniques. A change view on human resources management in sugar industries is required and more study is required to develop new policies. Effective human resources management strategies are very much required to achieve better results. The importance of human resources management (HRM) is improving overall employee’s health outcomes. Sugar industries are not like big corporations where HR Department exists.


In order to be successful or even more successful,

today’s both private and public work organizations need to maximize the use of their employees’ skills. Human resource is the most critical resource for any organization in today’s highly competitive business environment. 2 The word motivation is coined from the Latin word motus, a form of the verb movere, which means to move, influence, affect, and excite.


K. D. Jadhav, Rajendra A Mohite & Rajesh Uttam Kanthe

The primary task of any manager is to have an organization that functions effectively. To do so, subordinates must work efficiently and produce results that are beneficial to the organization. It is widely recognized in the human resource literature that promotion of the motivation of workers in both private and public organizations leads to a higher quality of human resources and optimum performance. Consensus is also growing among managers about the significance of combining good human resource performance approaches on motivation incentives to encourage good performance.3 As the organization seeks to improve its workers performance severe challenges exist to achieve the overall objective of the organization to extend adequate motivational incentives to its entire population Motivation theory can help us to consider the different reserves which can be made in people. Savings in workers through motivational measures are made today with the hope of future benefits for an organization4. Improving the performance of workers has gained attention in both private and public sector. Attention also needs to be placed in the effort of motivating workers. Efforts need to be made to ensure that reasons preventing optimal performance are identified5. A lot of studies and literature focus on motivation but little attention has been given to motivation. Dictionaries simply describe motivation as “the goad to action” (Mitchell, 1982, p.81),6 whereas researcher enlarge the term to the set of psychological growth that cause the stimulation, path, and perseverance of employee behavior toward attaining a goal (Robbins/Judge, 2008, p.209) 7. The study will add on to the existing literature on the implementation of motivational measures in the research will in totality help to revive the organization to a good functional state and somehow guarantee its effective and smooth existence and success of motivational polices. Motivation is the foremost problems in any industry and is often inadequately addressed in typical foundation. Maslow’s Hierarchy of Needs (1943)


classified people needs in 5 categories: physiological, safety, social (sense of

belonging), esteem and self-realization needs.. Maslow focused on the following important aspects about human behavior: humans want .a satisfied need is not a motivator of behavior and human needs are arranged in a series of importance. Frederick Herzberg's Two Factors Theory (1964)9. He labeled the factors that produce satisfaction motivators and the factors that produce dissatisfaction hygiene factors Herzberg discussed employees and managers to determine those things that caused them to be satisfied and dissatisfied. He recognized five factors that often contributed to employee dissatisfaction: perceived fairness of company policy, pay, working conditions, relations with one’s supervisor, and relations with co-workers. He stated that to satisfy or motivate employees a different set of factors were needed. The expectancy theory was initially elaborated by Vroom (1964) 10 this theory produces a association between the employees’ motivation and their expectancies. The motivation is possible only when there is a clear relation between the work performance and its results and the outcome are means to guarantee a certain need.

CONCEPTUAL FRAMEWORK The conceptual framework explains the key concepts used in the study and how they are linked to one another to produce the final outcome. Motivation: This is the process by which a person wants and chooses to act in a particular way.11 (Maund, 2001:440).

A Study on Problems in Motivation Techniques: An Approach in Sugar Units


Figure 1 Employee Motivation Programs Fail 

Offering cash as an incentive is a very sales-oriented tactic. Salespeople tend to lean toward it because achieving the goal means a bigger take-home pay. That’s the world they live in. That doesn’t necessarily apply to service or support people

If a company have temporary workers or part-time basis, which are likely to work overtime. Will they get paid for this? If so, how do organizations reconcile that with the full-time employees? (Retrieved on: 21/6/2013

Purpose The rationale of this study was to describe the problems in motivation programmes on certain factors in a sugar unit. Specifically, the study sought to describe the ranked importance of the following ten motivating factors: 

Job safety

Understanding with personal problems


Motivating work

Working conditions

Thoughtful discipline

Good take-home pay

Promotions and growth

Feeling of being in on things, and

Appreciation of work done. At the same find out some factors which do not work as motivator for employees as they do not quantify the

importance mathematically.


K. D. Jadhav, Rajendra A Mohite & Rajesh Uttam Kanthe

METHODOLOGY The research design for this study employed a survey method. The target population of this study included employees at a sugar unit. The sample size included all 25 employees of population. Objectives 

The main objective of this study is to identify obstacles hindering workers Motivation in sugar unit in sangli district.

To analyze which motivational measures are currently in the sugar units and how successful and unsuccessful are these motivational measures

To begin ways to improve the motivation system.

DATA ANALYSIS Employees Feeling Motivation is Important Aspect of Work life Table 1 Sr No 1 2

Particulars Newly Recruited Old Employees Total

Respondents 15 35 50

% 30 70 100

The Above Table Shows That Majority Of The Old And Experienced Employees Had got motivation in their tenure, Whereas Only 30% Newly Recruited enjoyed motivation process and felt it is important aspect of work life and majority of old employees also had a feeling of importance in the motivation process.. This Shows that motivation is the fundamental thing which every employee irrespective of the age. Motivation Programs Fundamentally Change Employees’ Beliefs or Commitment to their Job Table 2 Sr No 1 2 3

Level of Employees Managerial level Supervisor Lower-level. Total

Respondents 20 10 20 50

% 40 20 40 100

The above table shows that the motivation programmes among the different levels of employees play an important role and change employees’ beliefs or commitment to their job. Hence motivation techniques are the essential part of Organization. Opinion on Motivation Factors not Calculated Scientifically Table 3 Sr No 1 2

Particulars Managerial level Supervisor Lower-level. Total

Respondents 22 08 20 50

% 42 18 40 100

The above table shows that the majority of respondents opined that the motivation factors are not calculated scientifically or mathematically, hence biasness, nepotism is bound to happen. Majority of the senior work force agreed upon the fact that the motivation factors and techniques are not calculated scientifically and same is the case with lower


A Study on Problems in Motivation Techniques: An Approach in Sugar Units

level employees and supervisors .hence it is revealed that wherever get the benefit of motivation is happy with the method of giving motion and a majority of the employees are away from the motivation. Traditional Reward and Recognition Programs Harm Employees Table 4 Sr No 1 2 3 4

Particulars Goals can limit performance Programs foster cheating Programs destroy teamwork Wrong behaviors are rewarded Reduce creativity and risk taking. Total

Respondents 15 16 08 11 50

% 30 32 16 22 100

Above table shows that traditional reward system has increased biasness, nepotism favoritism which results into limiting performance goals, destroying teamwork, as the traditional reward system had proved to increasing wrong behaviors and reward for the underperformers. Hence the present reward programs devalue work and decrease overall motivation Mathematical Models in Motivation are the Scientific Way for Reward System Table 5 Sr No 1 2

Particulars yes No Total

Respondents 35 15 50

% 70 30 100

Satisfaction is a psychological phenomenon, it was observed that majority of the employees were highly dissatisfied with the existing motivation programmes as traditional reward and recognition programs that try to motivate employees actually do more harm than good. Hence it is revealed that the best solution in this present scene would be a mathematical model for human motivation on the line of vroom’s theory of motivation.

CONCLUSIONS Despite all the research that confirms traditional reward and recognition programs decrease employee motivation and productivity, organizations persist in their use, perhaps these programs persist because people just don’t know any better. Reward and recognition programs fail for the same reason that diets fail — because they are programs! Programs don’t fundamentally change employees’ beliefs or commitment to their job. They simply change their behavior during the course of the program. Rewards are not inevitably what employees want. Reduce creativity and risk taking. The employees who increased their efforts and were not recognized will be demoralized and adopt the attitude. The present factors which do not work as motivator for employees as they do not quantify the importance mathematically.


Kumar, Arun & Sharma, Rachana (2001). Personnel Management - Theory and Practice, Atlantic Publishers.Pp37-42


Bright, Leonard (2009). Why Do Public Employees Desire Intrinsic Nonmonetary Opportunities?, Public Personnel Management, Vol. 38, No. 3, pp.15-37


Robbins, Stephen P., & Judge, Timothy A. (2008). Organizational Behavior, 13th ed., Prentice-Hall. Pp9-8


K. D. Jadhav, Rajendra A Mohite & Rajesh Uttam Kanthe


Lindner, J. R. (1998). Understanding employee motivation. Journal of Extension 36(3):1-8. Available:


Maslow, Abraham. H. (1943). A Theory of Human Motivation, Psychological Review, Vol. 50, and No. 4, Pp.370-396, Available at:, retrieved 2013–06–25.


Mitchell, T. R. (1982). Motivation: New directions for theory and research. Academy of Management Review 17(1): Pp 80-88.


Maslow, A. H. (1943). A theory of human motivation. Psychological Review, July 1943 Pp. 370-396


Herzberg, F., Mausner, B., & Snyder man, B. B. (1959). The motivation to work. New York: John Wiley & Sons.


Vroom, V. H. (1964). Work and motivation. New York: Wiley.

10. Maund, Linda. (2001) An Introduction to Human Resource Management: Theory and Practice. New York: Palgrave.

2 a study on performance full  

Motivation is the primary tribulations in any industry and is often inadequately addressed in typical organization. This article makes an at...

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