MOTIVATIONThe to that industry’s success. Human asset in

MOTIVATIONThe staff of any industry are key resources to that industry’s success. Human asset in the 21st century is considered the most important asset of any company (Hafiza, Shah, Jamsheed & Zaman, 2011). Employees were considered just an input to the production of the business. A research referred to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932, changed this way of thinking (Dickson, 1973). The thoughts that employees are just assets have been changed when the study concluded that employees are not just assets, they are the main contributors and affective factors for business production. Motivation can be reason for people’s desires, actions and needs that they have . Motivation can also be one’s direction to behavior, or what make a person repeat a particular behaviour . A motive is something that prompts the person to act in a certain way, may also cause specific behavior. Employees are not just motivated only by money and employee behavior it is also linked to their attitudes (Dickson, 1973). To define motivation, motivation is an aspect that is approached by different work levels, from senior to junior levels, in the workplace as employees up to all other workers and people in the organization. But, it is the manager role to start the motivation process and open the door for employees to add their inputs on what does really motivates them and it should be as a strategy to achieve business goals through their main assets which are people. Garderner and Lambert (1972), defined motivation as it is about the moving employees toward doing the job and achieving the goal through rewards.     Nnabuife in 2009 , define motivation as the internal or external driving force that produces the willingness to perform an act to a conclusive end. Motivation is seen as one of the most important factors in issues related to human resources management (HRM) and organizational behavior management (Lathem, 2007). Despite the existence different and sometimes conflicting views about motivation, its role and significance in management and psychology in general and in the management of human resources and organizational behavior in particulare is undeniable. The study of motivation and behavior requires finding responses to a number of questions related to human beings. In the today’s world, the competition-based business and active participation in the global economy is an unavoidable issue and the survival in this areana requires the possession of competetive advanages and having superiority over other competitiors. In addition, one of the foundations of the compettion and competetiveness is to attract and maintan more and more customers and this is not possible unless by providing better services and paying more attention to customers’ needs, wants, and expectations. Today, one of the goals of sublime organizations is the delivery of high quality products or services at the right time and validating products and services so that they can play their role and achieve profitability by satisfying their customers. Customer-orientation is highly significant for superior and successful organizations to the extent that according to Deming, “if your final goal is to gain competitiveness, remaining in business and entrauprenurship, you should make the improvement of the quality of products and services as your constant goal” (Hersi, 2009, p. 135). Therefore, the management must look for solutions and techniques so that it could enhance its employees’ motivation. This can be done by rewarding and acknowledge them or through job rotation. Low employee motivation at work may reduce the efficiency and effectiveness in the organization, leading ultimatley to the reduced organizational productivity, reduced production, employees’ dissatisfaction with the organization, and thus the failure of the organization. Consequently, eac organization has to adopt the needed policies and strategies to improve the employee motivation (Abbas Zadeh, 1995).                       THEORIES 1. Hertzberg’s Two-Factor TheoryThe Two-Factor Theory of motivation is also known as motivation-hygiene theory or dual-factor theory was developed by psychologist Frederick Herzberg in the 1950s where he found 2 factors that influence employee satisfaction and motivation.1. Motivator Factors – Motivator factor are factors that lead to motivation and satisfaction employees to work harder. Examples : enjoying the work, feeling recognised and career progression.2. Hygiene Factors – Hygiene factor are factors that can lead to dissatisfaction and a lack of motivation if they are not present. Examples : benefits, salary, company policies, relationships with managers and co-workers.According to Herzberg’s he found that motivator and hygiene factors both influenced motivation, they appeared to work completely independently of each other.While motivator factors increased employee satisfaction and motivation, the absence of these factors didn’t necessarily cause dissatisfaction. Likewise, the presence of hygiene factors didn’t appear to increase satisfaction and motivation but their absence caused an increase in dissatisfaction . 2. Maslow’s Hierarchy of NeedsThe Hierarchy of Needs theory was coined by the famous psychologist Abraham Maslow in his paper “A Theory of Human Motivation”in 1943.The theory in short tells individuals’ most basic needs must be met before they become motivated to achieve their higher level of needs.The hierarchy consists of 5 levels:1. Physiological – Physiological needs are those needs for a person to survive, such as water, food and shelter.2. Safety – including financial and personal security and health and well being.3. Love/belonging – the need for family, friends, relationship.4. Esteem – the need to be respected by others and also to be confident in what ever they do.5. Self-actualisation – the desire to achieve everything possible,and become the most that you can be.According to hierarchy of needs theory by Maslow, you must be in good health, secure and safe with meaningful confidence and relationships before you are able to be the most that you are supposed to be.     3. Hawthorne EffectHenry A. Landsberger  was the first person to describe The Hawthorne Effect in 1950 where he noticed tendency for some people to perform better and work harder when they were being observed by a group of researchers.The Hawthorne Effect , the name came up after a series of social experiments was done on the influence of productivity and physical conditions at Western Electric’s factory at Hawthorne, Chicago during 1930’s.The researchers who were doing this experiment where they changed a number of physical conditions during the course of the experiments including lighting, breaks, working hours . In all cases, employee productivity increased when a change was made. The researchers after the experiment concluded that employees became motivated to work harder as the response to the attention given to them, rather than the actual physical changes that are made by themselves.          TRIGENTWebsite : www.trigent.comFounded 1993Headquarters Boston, MA (US)Size 1000 to 3500 employeesType CompanyPrivateIndustryIT Services  Trigent is a  privately held,  professional IT services company with its headquarters in U.S. in the greater Boston area and its Indian  headquarters is situated at Bangalore. Trigent is an SEI CMM Level  4 company and is ISO 9001:2008 TickIT certified.Trigent’s operating model is to conduct sales,  customer  relationships  and  front – end  consulting  (e.g.,  business case, requirements, architectures) onsite with   clients and perform the detail design, development, integration, testing and quality assurance offshore at our world class development  and  support  center  in  Bangalore.    Trigent  is  focused  on  the  customers’  who is market facing business processes  such as product  development, research,  marketing,  sales  and  customer  service.  They  develop,  implement   and  integrate systems; and  leverage  applications/technologies  such  as  CRM,  BI  and  reporting, collaboration,  content  management,  e-commerce,  SaaS,  Web 2.0,  SOA,  .Net,  J2EE  and  SQL  to  give  our  clients  a  competitive  advantage.Trigents  mission is to  delight there  customers by  providing  excellence  in  IT  services, value and results. They  have built  a  world  class  and  competitive  team  with  challenging , rewarding and  growth  oriented  work.  Our  values  include  integrity,  respect  for  the  individual,  open  and  honest  communication,  partnering,  innovation  and  excellence. Trigent at present have around 3500 employees which includes diploid employees where they have clients like Microsoft, Oracle, Sun Tec, Cognizant, Ametek, Linkedin, Accenture, NetApp, Yahoo, Citrix, Wipro, Infosys, CapGemini etc..,In their office at Bangalore they do both staffing and software development. In which 59 employees are in the recruitment team and 220 in software development.     Some of the employees need motivation to feel good about their performance and jobs . Some employees are  highly motivated by the money factor where as others find rewards and recognition motivating them . Motivation levels within the workplace will have a direct impact on the employee productivity. Trigent wanted to check their motivation level of there employees to check their areas of motivation and also to know how they can improve the weaker aspect.                    REVIEW OF LITERATUREROL-1 Title : A Study on Employees Work Motivation and its Effect on their Performance and Business Productivity March 2012 the study on employees work motivation and its effect on their performance and business productivity investigates the relationship between employee work motivation and their performance in the workplace and business productivity.The main aim is to find a correlation between employees work motivation and their performance and the performance effect on business productivity, with the sample size of 35. In order to collect data, interview has been done for people from seven different operational as well technical divisions in the organization. Five people have been chosen from each division. A phone call for the employee about the interview and if he/she is willing to go for it was there, then a meeting request has been sent to every employee for interview for maximum one hour.Concerns were found with the employees motivation and performance and the relationship between them clearly defined in the literature review and lately have been discussed in the findings and discussions based on the data analysis done. https://bspace.buid.ac.ae/bitstream/1234/275/1/90040.pdf       ROL-2Impact of Motivation on Employee Performances: A Case Study of Karmasangsthan Bank Limited, Bangladesh-Md. Nurun Nabi1*, Md. Monirul Islam2, Tanvir Mahady Dip3, and Md. Abdullah Al Hossain3  The impact of Motivation on Employee Performances: A Case Study of Karmasangsthan Bank Limited, Bangladesh study is a self-conducted research on how motivational tools impact the performance of employee for betterment. The study also focused on de-motivation factors affecting employee performance negatively. A sample of individuals was selected and was interviewed with self-administrated questionnaire to obtain primary data. The data were analyzed using descriptive statistical analysis methods. The results obtained indicate that if employees are positively motivated, it improves both their effectiveness and efficiency drastically for achieving organizational goals.   https://www.omicsonline.org/peer-reviewed/impact-of-motivation-on-employee-performances-a-case-study-of-karmasangsthan-bank-limited-bangladesh-86681.html                              ROL-3The Impact of Employee Motivation On Organisational Performance (A Study Of Some Selected Firms In Anambra State Nigeria) BY MUOGBO U.S. The impact of Employee Motivation on Organisational Performance of selected manufacturing firms in Anambra State, where have collected a sample size of 03 respondents selected from 17 manufacturing firms across the three senatorial zones of Anambra State. The aim of the experiment was to studythe impact of Employee Motivation on Organisational Performance of selected manufacturing firms in Anambra State . The study used descriptive statistics (frequencies, mean, and percentages) to answer three research questions posed for the study. The Spearman Rank Correlation Coefficient was used to test the three hypotheses that guided the study. The result obtained from the analysis showed that there existed relationship between employee motivation and the organizational performance.The study reveals that extrinsic motivation given to workers in an organization has a significant influence on the workers performance.On the bases of these findings, employers are continually challenged to develop pay policies and procedures that will enable them to attract, motivate, retain and satisfy their employees. The researcher therefore suggest that more research should be conducted on the relationship and influence of rewards on workers performance using many private and public organizations which will be a handy tool that could be used to provide solutions to individual conflict that has resulted from poor reward system.      The International Journal Of Engineering And Science (IJES) ||Volume||2 ||Issue|| 7 ||Pages|| 70-80||2013|| ISSN(e): 2319 – 1813 ISSN(p): 2319 – 1805 www.theijes.com The IJES Page 70                 ROL-4Work Motivation and Satisfaction: Light at the End of the TunnelEdwin A. Locke, Gary P. Latham   After decades of research it is now possible to offer a coherent, data-based theory of work motivation and job satisfaction. The present model combines aspects of the following theories: goal setting, expectancy, social-cognitive, attribution, job characteristics, equity, and turnover-commitment. The resulting model is called the high performance cycle. It begins with organizational members being faced with high challenge or difficult goals. If high challenge is accompanied by high expectancy of success or self-efficacy, high performance results, given that there is: commitment to the goals, feedback, adequate ability, and low situational constraints. High performance is achieved through four mechanisms, direction of attention and action, effort, persistence, and the development of task strategies and plans. High performance, if rewarding, leads to job satisfaction, which in turn facilitates commitment to the organization and its goals. The model has implications for leadership, self-management, and education          http://journals.sagepub.com/doi/abs/10.1111/j.1467-9280.1990.tb00207.x             ROL-5  Effect of Motivation on Employee Productivity: A Study of Manufacturing Companies in Nnewi Chukwuma. Edwin Maduka School of Business Studies Federal Polytechnic, Oko Anambra State,   The study is aimed at looking into the importance of motivation in the management of people at work, no system moves smoothly without it, and no organization achieve its objective without motivating its human resources.  The study therefore is to study and come out with the effect and ways of motivating worker in organization, hence comparative study of Manufacturing firms in Nnewi, Chicason group Nig Ltd, Ibeto group of company Nig Ltd, Capital Oil and Gas Nig Ltd, Cultix Cable Nig Ltd, and Innoson Motors Nig Ltd.. Descriptive and inferential statistics were used in the analysis of the data. During the analysis of the data it was discovered that the goal of motivation is to cause people to put fourth their best efforts with enthusiasm and effectiveness in order to achieve and hopefully surpass organizational objective. The study reveals that salaries paid to junior staff in the company were very below the stipulations of Nigerian National Joint Industry Council. It further shows that the junior staff is rarely promoted and the junior staff prefers financial incentives than non financial incentives. The study recommended that increase in salary via promotion; overtime allowance and holiday with pay should be used as motivational tools.      Nigeria [email protected] Dr Obiefuna Okafor Department of Hospitality Management Federal Polytechnic, Oko Anambra StateInternational Journal of Managerial Studies and Research (IJMSR) Volume 2, Issue 7, August 2014, PP 137-147 ISSN 2349-0330 (Print) & ISSN 2349-0349 (Online) https://www.arcjournals.org/pdfs/ijmsr/v2-i7/14.pdf               ROL-6  Ostovar et al. (2003) conducted an analytical descriptive study on “Factors affecting employee motivation in the Yasuj University of MedicalSciences in the view of university staff and managers”. In this study, 50 staff managers and 131 employees were selected as the participants throgh multisatage sampling and a 60 item questionnare each item with two options was distributed among them. The collected data were analyzed using SPSS and Chi-sqaure tes. The results indicated that the managers and the employees held consistent views about the hierarchy of needs. In other words, there was no significant difference between motivational factors in the views of the managers and the employees. Besides, it was noted that the managers and the employees has significantly similar views about employees’ needs and some factors such as level of education and job satisfaction.                         ROL-7Amirkhani (2010) in vestigated the relationship between emplyee motivation and client satisfaction in the branches of Tehran’s Social Security Organization. It was assumed that if the employees’ health-motivational needs (e.g. physical conditions, effective leadership, cooperation and synergy, reward, job security, salary, creativity, and innovation) are met, it will lead to to the customer satisfaction. Accordingly, a total number of 150 employees and 50 customers available were serveyed using Herzberg’s two dimensional model (health-motivational factors). The result suggested that the impact of motivational factors on employees’ performance and customer satisfaction is greater than health related factors. The results of regression analysis also indicated that if the motivational needs of the employees are met, 16% of the customer satisfaction can be attributed to the fulfilment of the employees’ motivational needs. Finally, about 34% of the customer satisfaction variations can be atttributed to employees’ motivation to improve their performance and to raise the quality of service delivery to customers