34981732 Employee Motivation and Job Satisfaction in Retail Sector With Reference to Tata Retail Enterprise

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    TITLE EMPLOYEE MOTIVATION AND JOB SATISFACTION IN RETAIL SECTOR WITH REFERENCE TOM/S TATA RETAIL ENTERPRISE

    A report submitted to Ishan Institute of Management & Technology, Greater Noidaas a partial fulfillment to full time Post Graduate Diploma in Management.

    Submitted To: Dr. D. K. Garg IIMT Gr. Noida

    Submitted By: Sumit Jaiswal ENR: RMR2017 15th Batch

    ISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY 2, Knowledge Park-1, Greater Noida, Dist.- G. B. Nagar (U.P.) Website: www.ishanfamily.com E-Mail: [email protected] INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 1

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    PREFACE

    This Project Report has been completed in Partial fulfill ment of m y managementProgram, Post Graduate Diploma in Retail Management (PGDRM) in the company M/sTata Retail Enterprise. The title of m y project was EMPLOYEE MOTIVATION AND JOBSATISFACTION IN RETAIL SECTOR WITH REFERENCE TO M/S TATA RETAIL ENTERPRISE . Training is a period in which a student can appl y his theoretical knowledge in practical field. Basically practical knowledge and theoretical knowledge have a very broad difference. Theoretical knowledge is the fundamental weapon for any management student. As a student of management, apart from theoretical studies we need to get a deeper insight of the practical aspects of theories by working in anorganization. The training session helps to know about the working process in the organization. It hel ps to know about the organizational management and discipline, which has its own importance. To achieve professional competence, managerought to be full y occupied with theory and practical exposure of management. Acomprehensive understanding of the princ iple increases their decision making abilit y and sharpens their tools for this purpose. So, this training has high importance as to know how both the aspects are applied together. Theoretical knowledge of a person remains dormant until it is used and tested in the practical life. The training has given to me the chance to appl y m y theoretical knowledgethat I have acquired in m y classroom to the real business world. I completed mysummer training project in which I involved successful application of theorie s. In spite of few limitations and hindrance during the summer training, I foundthat the work was a challenge and fruitful. This summer training project has ena

    bled m y capability in order to manage business effectivel y.

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    CERTIFICATE

    This is to certify that the project work done on the title Employee motivation and job satisfaction in retail sector with reference to Tata Retail Enterprise submitted to Ishan Institute of Management and Technology, Greater Noida by SUMIT JAISWAL in partial fulfillment of the requirement for the award of the degree of Post Graduate Diploma in Business Management is a bonafide work carried out by him/her under my supervision and guidance. The project report is the original oneand has not been submitted anywhere else for any other degree/diploma.

    Date:

    Seal/Stamp of the Guide

    Name of the Guide

    Address:

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    ACKNOWLEDGEMENT

    This project has been prepared as a part of an internship required during the completion of PGDM programme at Ishan Institute of Management & Technology, Greater Noida (U.P.). I was involved with Tata Retail Enterprise, Sector-18 Noida fora period of around 2 months, and I came across a lot of people who put in theirtime and effort towards acclimatizing me to the workings of their organization.I express my thanks to my company guide Mr. Rajesh Shrivastav, who was there tointroduce me to the idea of retailing and what goes behind and inside it. Also under his guidance and leadership I was able to enhance my analytical as well asinter-personal skills and logical concepts behind store management. These past 2months were of utmost importance as they added value towards my path of knowledge. I would like to end this acknowledgement by thanking the customers, people at large with whom I have interacted during the course of my training. I would like to thank respected Chairman Dr. D. K. Garg, who has been a source of motivation and support to the students of Ishan Institute of Management & Technology. Last, but definitely not the least, I express my gratitude to the entire staff ofWestside, Noida. I would like to express my feelings for my parents without their blessings the project work couldnt be possible, also the moral support of my family members have worked a lot.

    SUMIT JAISWAL

    ISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY

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    DECLARATION

    The summer training project on the title Employee motivation and job satisfactionin retail sector with reference to Tata Retail Enterprise under the guidance ofMr. Rajesh Shrivastav is the original work done by me. This is the property of the institute & use of this report without prior permission of the institute willbe considered illegal & actionable.

    Date:

    Signature SUMIT JAISWAL ENRRMR2017

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    TABLE OF CONTENT

    Preface Certificate Acknowledgement Declaration Executive summary

    2 3 4 5 9

    Chapter 1Introduction to topic Employee motivation- An introduction Importance and challenges of motivation Employee motivation theories 11 13 1519

    Chapter 2Job satisfaction- An introduction Models of job satisfaction Role of employee satisfaction and moral boosting Modern methods of measuring job satisfaction Determinants of job satisfaction Importance of job satisfaction Reason and effect oflow job satisfaction31 33 40 41 46 49 52

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    Chapter 3Employee benefits and welfare Stock take process and its effect on employees Dimensions of job satisfaction53 56 58

    Chapter 4Performance and appraisal of employees59

    Chapter 5Job satisfaction and work satisfaction Common myths about employee motivation67 69

    Chapter 6Stress management Theories of stress Stress cycle79 84 87

    Chapter 7Overview of Indian retail sector Employment in retailing Evolution of the Indianretail industry101 103 109

    Chapter 8Company profile History Vision and vision Head office and branch office Products

    of the Westside Tata code of conduct111

    117 122

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    Chapter 9HR policies Key staff Management hierarchy Staff at store level Duties and responsibilities of key staff144 131 140

    Chapter 10Findings Learning Suggestions and recommendations Word of thanks Bibliography148 149 151 152 153

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    EXECUTIVE SUMMARYMotivation in simple terms may be understood as the set of forces that cause people to behave in certain ways. A motivated employee generally is more quality oriented. Highly motivated worker are more productive than apathetic worker one reason why motivation is a difficult task is that the workforce is changing. Employees join organizations with different needs and expectations. Their values, beliefs, background, lifestyles, perceptions and attitudes are different. Not manyorganizations have understood these and not many HR experts are clear about theways of motivating such diverse workforce. Now days employees have been hired, trained and remunerated they need to be motivated for better performance. Motivation in simple terms may be understood as the set or forces that cause people tobehave certain ways. People are motivated rewards something they can relate to and something they can believe in. Times have changed People wants more. Motivated employees are always looking for better ways to do a job. It is the responsibility of managers to make employees look for better ways of doing their jobs. Individuals differ not only in their ability to do but also in their will to do, ormotivation Managers who are successful in motivating employees are often providing an environment in which appropriate goals are available for needs satisfaction. Retaining and motivating workers requires special attention and the responsibility falls squarely on the shoulders of HR as well as managers and supervisorsat all level. They have to create a work environment where people enjoy what they do, feel like they have a purpose and have pride in the mission of the organization. It requires more time, more skill, and managers who care about people. It takes true leadership. By giving employees special tasks, you make them feel m

    ore important. When your employees feel like they are being trusted with added responsibilities, they are motivated to work even harder so they wont let the company down. Motivation is essential for any company because employee is Asset of company. Motivation is important for the growth of employees as well as growth ofthe organization. Job Satisfaction is the favorableness or un-favorableness with which the employee views his work. It expresses the amount of agreement between ones expectation ofISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 9

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    the job and the rewards that the job provides. Job Satisfaction is a part of life satisfaction. The nature of ones environment of job is an important part of life as Job Satisfaction influences ones general life satisfaction. Job Satisfaction, thus, is the result of various attitudes possessed by an employee. In a narrowsense, these attitudes are related to the job under condition with such specific factors such as wages. Supervisors of employment, conditions of work, social relation on the job, prompt settlement of grievances and fair treatment by employer. However, more comprehensive approach requires that many factors are to be included before a complete understanding of job satisfaction can be obtained. Suchfactors as employees age, health temperature, desire and level of aspiration should be considered. Further his family relationship, Social status, recreationaloutlets, activity in the organizations etc. Contribute ultimately to job satisfaction.

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    Chapter 1INTRODUCTION TO TOPICManagement, observed Mary parker Follett is to get things done through people. Anybusiness activity basically require four Ms, viz. Men, Material, Money and Machinery. Of all these resources people is the most important resource of

    production. Today, the corporate world has started acknowledging the fact that it is people and money, machinery or materials that run organizations. The burdenof performance is no longer on mechanically advanced systems, but on the resourcefulness, initiative and responsibility of the people who are intrinsically theprocess owners. There has always been a gap between the corporate visions and the ambitions of individuals. In the past, the human resource function did not try to bring about compatibility between corporate needs and that of individuals.employees aspirations. The task of coordinating all the other factors of production, except man is felt easier, because man cannot be controlled fully at all times. He can act according to his own desired. And most of the time human being will be manipulated by the work But, todays the

    managements have to ensure congruence between organizational objectives and

    environment and by the group. Human behaviour is unpredictable. One will act according to ones own. Hence, only by providing more facilities to human factor, wecan motivate them to work. Then only it is possible to direct the combination ofall factors towards the goal. There are numerous factors, which will influence

    the human factors. Among them the levels of human relations in the organizationplay a significant role. In ancient days it was felt that by using power and authority human relations in the organization could he improved. Through this concept we cannot get workers co-operation and

    involvement at their level best. But, they will work because of fear not withoutinvolvement.

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    The second concept is, only by providing monetary increments and incentives, human relations can be improved in the organization. This concept also failed to achieve is goal but at certain level it increased human relations. Now, the recenthuman relations theory prescribes participatory management according to which all are allowed to play their roles and the management will play a participatory role. By enhancing human relations we can improves the efficiency of the workers.If they are fully satisfied, then they will give their full efforts. As a result, the achievement of organizational goal becomes an easy one. Therefore employee motivation and job satisfaction alone is responsible for the attainment organizational goals. Hence, it is important to provide more facilities in the form ofwork environment, improved human relations, and fair wages and welfare measures. The management can improve them and satisfy the workers. By satisfying workersthey will reach their goal. Thus is the individual and the organizational goalswill reached simultaneously. People see organization as a means to help them toreach their goals while organization needs people to reach organizational objectives.

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    EMPLOYEE MOTIVATION-AN INTRODUCTIONIn the organizational setting the word Motivation is used to describe the drive that impels an individual to work. A truly motivated person is one who wants to work.Both employees and employers are interested in understanding motivation if employees know what strengthens and what weakens their motivation, they can often perform more effectively to find more satisfaction in their job. Employers want to know what motivates their employees so that they can get them to work harder.When people speak of motivation or ask about the motives of person, they are really asking Why the person acts, or why the person acts the way he does .The concept of motivation implies that people choose the path of action they follow. Whenbehavioral scientists use the word motivation, they think of its something steaming from within the person technically, the term motivation has its origin in the Latin word mover which means to move. Thus the word motivation stands for movemen. One can get a donkey to move by using a carrot or a stick; with people one canuse incentives, or threats or reprimands. However, these only have a limited effect. These work for a while and then need to be repeated, increased or reinforced to secure further movement. If a manager truly understands his subordinates motivation, he can channel their inner state towards command goals, i.e., goals, shared by both the individual and the organization. It is a well-known fact that human being have great potential but they do not use it fully , when motivation isabsent .Motivation factor are those which make people give more than a fair dayswork and that is usually only about sixty-five percent of a persons capacity .Obviously , every manager should be releasing hundred percent of an individuals tomaximize performance for achieving organizational goals and at the same to enabl

    e the individual to develop his potential and gain satisfaction. Thus every manager should have both interest and concern about how to enable people to performtask willingly and to the best of their ability. At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as theHawthorne Studies, conducted by Elton Mayo from 1924ISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 13

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    to 1932 (Dickson, 1973). This study found employees are not motivated solely bymoney and employee behavior is linked to their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers Framework of motivation The framework comprises six steps. (step1) Motivation process begins with the individuals needs. Needs are telt deprivations which the individual experiences at a given time and act as energizers. These needs may be psychological (e.g., the needs for recognition), physiological (e.g., the needs for water, air or foods) or social (e.g., the needs for friendship). (step2) Motivation is goal directed. (step3) A goal is a specific result that the individual wants to achieve .An employees goal are often driving forces and accomplishing those goalscan significantly reduce needs. (step4) Promotions and raises are two of the ways that organizations seek to maintain desirable behavior. They are signals to employees that their needs for advancement and recognition and their behaviors areappropriate. (step5) Once the employee have received either rewards or punishments (step6) They reassess their needs.

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    IMPORTANCE AND CHALLENGES OF MOTIVATION

    IMPORTANCE Probably, no concept of HRM receives as much attention of academicians, researchers and practicing managers motivation. The increased attention towards motivation is justified by several reasons 1. Motivated employees are always looking for better ways to do a job. This statement can apply to corporate strategists and to production workers. It is the responsibility of managers to make employees look for better ways of doing their jobs. 2. A motivated employee generally is more quality oriented. This is true whether we are talking about a top manager spending extra time on data gathering and analysis for a report or a clerktaking extra care when filing important document. 3. Highly motivated worker are more productive than apathetic worker .The high productivity of Japanese worker and the fever worker are needed to produce an automobile in Japan than elsewhere is well known. An appreciation of the nature of motivation is highly useful manager. 4. Every organization requires human resources in addition to financialand physical resources for it to function .Three behavioral dimensions of HR aresignificant to organizations (i) people must be attracted not only to join theorganizations but also to remain it (ii) people must perform he tasks for whichthey are hired and must do so in a dependable manner and (iii) people must go beyond this dependable role per performance and engage in some form of creative, spontaneous, and innovative behavior at work. 5. Motivation as a concept represents a highly complex phenomenon that affects. and is affected by .a multitude offactors in the organizational milieu .an understanding of the topic of motivation is thus essential in order to comprehend more fully the effects of variations

    in other reaction as they relate to the performance, satisfaction, and so forth.

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    6. Why increasing attention is paid towards motivation can be found in the present and future technology required for production, as technology increases in complexity, machines tend to become necessary, yet insufficient, vehicles of effective and efficient operation .Consider the example of the highly technology-basedspace programmed in our country. CHALLENGES The framework of motivation indicates that motivation is a simple process. But in reality, the task is more daunting one reason why motivation is a difficult task is that the workforce is changing. Employees join organizations with different needs and expectations. Their values, beliefs, background, lifestyles, perceptions and attitudes are different. Not many organizations have understood these and not many HR experts are clear about the ways of motivating such diverse workforce. Motivating employees is alsomore challenging at a time when firms have dramatically changed the jobs that employees perform, reduced layers of hierarchy, and jettisoned large numbers of employees in the name of right-sizing or down-sizing. These actions have considerably damaged the level of trust and commitment necessary for employee to put in efforts above minimum requirements some organization have resorted to hire and fire and pay for- performance strategies almost giving up motivational efforts. Such strategies may have some effects (both positive and negative) but fail to make and individual over reach him or her Third, motives can only be inferred, butnot seen. The dynamic nature of needs offend poses challenge to any manager in motivating his or her subordinate. An employee, at any given time, has a variousneeds, desire, and expectations. Employees who put in extra hours at work to fulfill their needs or accomplishment may find that these extra hours conflict directly with needs for affiliation and their desire to be with their families Howev

    er, there is no shortage of models, strategies, and tactics for motivating employees. As a result, firms constantly experiment with next motivational programmedand practice.

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    becomes a drives affiliation. Thus, a drive is a psychological state which movesan individuals satisfying needs. Goals: At the end of the motivational cycle isthe goal or incentive. It is anything that wills that will alleviate a need andreduce a drive. Thus, attaining a goal will tend to restore physiological or psychological balance and will reduce or cut off the drive. Eating food, drinking water and obtaining friends will tend to restore the balance and reduce the corresponding drives food, water and friends are the incentive are the goals. Conceptual clarification: (motives, motivation and motivating) The terms motives, motivation and motivating which are derived from the Latin word Mover (to move) are important concept which have distinct connotation. In order to steer the energies of the employees towards organizational goals accomplishment, it is essential tograsp the meaning and significance of this concept and also to learn how to apply them intelligently Motives: Motive is defined as a inner state that energizes,activates (Or moves) and directs (or channels) the behavior of individuals towards certain goals the strong motives or needs are fulfill. In order to minimizethe restlessness, and keep it under control, the individual is propelled into action. Thus motive induce individual to channel their behavior towards such typeof actions as would reduce their state of restlessness are inner disequilibrium.Thus motives can be thought of as drives that energize people to action. Motivation: while motives are energizers of action, motivation is the actual action that is work behavior itself. For instance, when a employee work hard, his level of motivation may be consider as low. Thus, the level of motivation of employee is judged by his actual work behavior Motivating: It is the term that implies oneperson induces another to engage in action or work, behaviour by ensuring that,

    a channel to direct the motive of the individuals become available and accessible to the individual.

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    EMPLOYEE MOTIVATION THEORIES

    1. NEED THEORY Introduction Need theories see motivation arising from individualneeds or desires for things. These needs and desires can change over time and are different across individuals. There are three popular perspectives on Need theory: Maslows Hierarchy of Needs Alderfers ERG Theory Herzbergs Two-Factor The

    This lesson briefly highlights the distinctions of each perspective. A. Maslows Hierarchy of Needs Abraham Maslow proposes that motivation can be represented asa hierarchy of needs. As lower-level needs are satisfied, workers are likely tobe motivated by higher-level needs. Maslow argues that there are five categoriesof needs:

    physiological, safety, love, esteem, and actualization. The crux of Maslows theory is that human needs are arranged in hierarchy composed of five categories. Thelowest level needs are physiological and the highest levels are the self-actualization needs. Maslow starts with the formation that man is a wanting animal with a hierarchy of needs of which some are lower ins scale and some are in a higher scale or system of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles the standard economic theory of diminishing returns. The hierarchy of needs at work in the individual is today a routine tool of personnel trade and when these needs are active, they act as powerful conditioners of behavior- as Motivators.

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    Hierarchy of needs; the main needs of men are five. They are physiological needs, safety needs, social needs, ego needs and self-actualization needs, as shown in order of their importance.

    SelfActualization Ego Needs Social Needs Safety Needs Physiological Needs

    Physiological needs - basic biological needs for things such as food, water, andsex

    Safety needs - need for safety and a safe physical environment (e.g., shelter, asafe workplace)

    Love needs - need for friendship and partnership Esteem needs - need for self-respect and for the respect of others Self-actualization needs - need for self-improvement, fulfillment of personal life goals and of one_ potential

    Tension-reduction - According to Maslows tension-reduction hypothesis, an unmet need creates a tension to meet that need. For example, if you need food, you feel

    tension until the need is met. Maslow believed that needs were arranged

    hierarchically such that lower, more basic needs must be met before higher needsbecome the point of focus.ISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 20

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    B. Alderfers ERG Theory Alderfers ERG Theory suggests that there are three classesof needs, not five as Maslow suggests: existence, relatedness, and growth. Another distinction is that Alderfer proposes that when low-level (existence) needsare not met, they grow. For example, when you are hungry and do not eat, your hunger grows. On the other hand, higher-level (relatedness and growth) needs growwhen they are met. For example, as you become more productive, your need to be productive may grow.

    Existence needs - need for concrete, tangible things like food, water, and material possessions.

    Relatedness needs - social needs and the need to have relationships with other people (e.g., family, co-workers, and supervisors).

    Growth needs - need for self-improvement or personal growth, expression of creativity and productivity.

    Frustration-regression - According to Alderfers frustration-regression hypothesis

    , when we have trouble meeting a particular need, we regress to meet needs at alower level. When we are having trouble meeting growth needs, we are more motivated by relatedness needs. When we are having trouble meeting relatedness needs,we are motivated by existence needs. C. Herzbergs Two-Factor Theory In his Two-Factor Theory of motivation, Frederick Herzberg argues that there are two types offactors involved in motivation: extrinsic and intrinsic.

    Extrinsic (or hygiene) factors include tangible outcomes and things that focus on workers physical well-being such as pay and benefits, organizational

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    policies, quality of supervision, job security, job safety, administrative practices, and physical work conditions.

    Intrinsic

    factors include intangible outcomes such as

    recognition,

    responsibility, and respect. Motivational factors: Motivator factors - Workers are satisfied and motivated when they are happy with the intrinsic factors (e.g.,levels of responsibility and respect at work), which is why intrinsic factors are also called motivator factors. When workers are not happy with intrinsic factors, argues Herzberg, they are not satisfied. However, when they feel respectedand enjoy the responsibility, they are more likely to be truly satisfied with their jobs. This suggests that we should focus our attention on intrinsic factorsif we want to motivate employees. Non-motivator factors - Herzberg argues that workers will be dissatisfied with their job when they are not happy with the job_extrinsic factors (e.g., pay). An appropriate level of extrinsic factors is necessary to avoid job dissatisfaction, but even when employees are happy with theirsalary, bonus, vacation, and health benefits, they will not necessarily feel satisfied or motivated. With extrinsic factors, Herzberg argues, the best you canhope for is to keep your employees from feeling dissatisfied. The following char

    t summarizes these points:

    Extrinsic Factors

    Intrinsic Factors

    Dissatisfied

    Not Dissatisfied

    Not Satisfied

    Satisfied

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    Negative reinforcement is a form of reward that involves taking away something that is disliked as a consequence of some behavior. For example, the removal of the sound of an alarm is a reward for waking up enough to turn off the alarm. Punishment - People can be punished for doing something inappropriate by the removal of something they like or by the addition of something they dislike. For example, in response to bad behavior, some parents may take away things that their children like (e.g., the ability to use the car, talk on the phone, or watch TV).Other parents may instead give their children something they do not like to receive (e.g., a spanking, a lecture, or additional chores). B. Expectancy theory Whereas Reinforcement Theory explains how different types of reinforcement shape behavior, Expectancy Theory explains when and why reinforcement impacts behavior.The Motivation Formula - According to Expectancy Theory, motivation is a function of an individual_ confidence that he/she can perform a behavior successfully (expectancy) and that performing successfully will lead to a desirable outcome (valence and instrumentality). mathematical equation: Force = Expectancy x (Valences x Instrumentalities) Force is the amount of motivation a person has to engagein a particular behavior (e.g., motivation to be highly productive at work). Expectancy is the confidence an individual feels that he/she can perform the behavior successfully. This is normally stated as a probability (e.g., 80% confidentthat I can be highly productive). Instrumentality is the confidence an individual feels that performing the behavior will result in a particular outcome. Againthis is expressed as a probability (e.g., 80% sure that high productivity will lead to a raise or promotion). Motivation can be expressed as a

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    Valance is the value a person assigns to that outcome (e.g., a raise would be highly desirable but a promotion would be even more desirable). This formula suggests that motivation (force) cannot exist unless the individual possesses at least some expectancy, instrumentality, and valance. Summary An overwhelming amountof research has shown two reliable trends. (1) When people are rewarded, they are more likely to repeat the behavior that resulted in the reward. (2) When people are punished they are less likely to behave in the same way again. This suggests that organizations can use reinforcements or rewards to promote desired behaviors... and they do. For example, the Emery Freight Company used reinforcementsto speed up employee

    s responses to customer requests and to improve the qualityof item packaging. These improvements saved the company 3 million dollars over3 years. C. Self-efficacy theory Introduction Albert Banduras (1982) Self-efficacy Theory asserts that motivation and performance are in part dependent on the degree to which the individual believes he/she can accomplish the task. Self-efficacy refers to a person_ belief in his/her ability to perform a given task. The term is similar in meaning to self-confidence and expectancy, though some argue that there are differences among these terms. Self-efficacy is sometimes confusedwith self-esteem also.

    Self-efficacy and self-esteem - Self-efficacy is like self-esteem in the sense that it is related to a persons feelings of self-worth. Self-efficacy, however, refers to ones ability to perform a certain task, whereas self-esteem reflects a more general belief about ones self-worth. You can have strong feelings of self-wor

    th while

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    still recognizing that you are not good at a particular task (e.g., crossword puzzles). On the other hand, having low self-esteem may cause you to undervalue your ability to perform a particular task. Self-efficacy and motivation Research has found that self-efficacy does predict performance.

    Self-efficacy and the self-fulfilling prophecy - Those who have high selfefficacy are more likely to try hard and exhibit high levels of commitment (persistence) on a given task. They are more likely to succeed as a result. Those who have low levels of self-efficacy feel that they are not good at the task and may not try very hard at all. They are less likely to succeed.

    Self-efficacy and success - Self-efficacy may develop from prior good performance. Similarly, previous failures can lead to low self-efficacy.

    Self-efficacy and goal-difficulty - Self-efficacy interacts with goal setting insofar as people with higher self-efficacy tend to set more challenging goals.

    Self-efficacy and goal-commitment _Commitment (or persistence) refers to one_ ability to overcome obstacles in the pursuit of a goal. With more

    demanding goals and higher levels of commitment, people with high self-efficacyput forth greater effort in performing the task (accomplishing the goal). D. Empowerment theory Empowerment theory is an extension or application of self-efficacy theory. It has been used widely in organizational settings. According to empowerment theory, motivation will increase when one_ feelings of competence and self-determination increase. When people have high self-efficacy, they feel more competent and more capable of self-determination. improving self-efficacy is a critical component of empowerment efforts. Therefore,

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    Empowerment strategy Common examples of empowerment strategies are participatorymanagement practices and flextime. Participatory decision-making - Sometimes organizations empower employees by asking them to participate in making organizational decisions (e.g., what can we do to cut down on the number of accidents?). Flextime - Flextime is a program that allows workers to design their own work schedule, within certain constraints. People can choose to work a 9 to 5 day, or an8 to 4 day, or sometimes a 10 to 6 day. Flextime allows the worker to structurethe workday, but usually requires workers to be at work during core hours (e.g., 10 to 11 and 1 to 4) so that committees can meet and group work can be completed. Research has shown that participatory decision-making can increase commitment to the decision that is made and improve motivation. The research on flextimehas shown that job performance and job satisfaction do benefit from flextime programs, but only sometimes. The most reliable benefit seems to be reduced absenteeism. Flextime allows time for doctors and dentists visits, late mornings, earlydays, and midday engagements, and reduces work-family conflicts. Summary Self-efficacy can be useful in improving motivation to perform. Gradually increasing task (or goal) difficulty enables the learner to improve while experiencing success, which in turn should improve self-efficacy. Providing training and performance

    supports (job aids, quick reference guides, etc.) may also improve self-efficacy. Empowering people, by increasing their levels of decision-making and control,can also motivate people to perform, assuming their self-efficacy is high enoughto support feelings of competence and self-determination. Limitation - One poss

    ible limitation of self-efficacy theory is individual ability. People sometimesdon_ believe in their ability to perform a task because they really may not be good at the task and know this from previous experience. Training,ISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 27

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    performance support, and graduated task difficulty strategies may not always beable to overcome a lack of ability. E. Equity theory Introduction J. Stacey Adams (1965) Equity Theory (a.k.a., Social Exchange Theory) suggests that effort depends on ones perceptions of fairness. According to this theory, people compare their input/output ratio to those of similar others. When the ratio reflects an inequity, tension is created and so people work to reduce that tension. Input/output ration The critical element in this theory is the perceived ratio of ones inputs (what I give) to outputs (what I get in return) with respect to others ratios (what they receive and what they give).

    Inputs include what the person contributes - their qualifications, their past experiences, seniority, their effort, and the time they spend on the job, and so on.

    Outputs include what the person is given in return - for example, pay, benefits,appreciation, and respect.

    Our notion of "equity" is closely linked with our perceptions of justice and fairness. Adams asserts that as we act to satisfy our needs, we each assess the fairness of the outcome. Each of us asks, Am I getting what I deserve in this exchange? Procedural justice Equity Theory was popular among industrial/organizational

    psychologists at one time, but interest in it began to decline in the mid-1980s.While research has found that employee perceptions of inequity correlates withintentions to quit and job search behavior, it is often difficult to tell what workers will perceive as inequitable and how they will respond to inequities. Itmay vary by individual even within a given context. Lacking the ability to use it to predict motivation and performance, Equity Theory has fallen out of favor.However, in the 1990s, fairness research began to focus on theISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 28

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    idea of procedural justice, which deals with the perceived fairness of the distribution process. It may be more important to know if employees perceive the reward

    distribution process as fair as whether or not they perceive the reward itself as equitable. Summary Equity Theory emphasizes the importance of employee perceptions about input/output ratios. When employees believe that they are over or underpaid, the resulting tension motivates them to eliminate the inequity. Limitation - While this is helpful to know, in that it focuses our attention on potential inequities, it is not does not necessarily help managers predict when individuals will feel cheated. Without this predictive capability, the theory has limited application. Procedural justice theories focus on reward processes, rather than the rewards themselves. Future equity research is likely to focus on both theequity of the reward distributions and the fairness of the distribution process.F. Goal setting theory Introduction Building on Banduras self-efficacy research,Edwin Locke and Gary Latham (1990) proposed Goal-setting Theory. According to Goal-setting Theory, goals direct our mental and physical actions. Goals serve two functions:

    Goals serve as performance targets that we strive to reach. Goals serve as standards against which we measure our own performance.

    Locke and Latham argue that the outcome of your performance can affect your futu

    re effort. In this way, goals provide us with a means of regulating our effort.Goal specificity Specific goals benefit motivation and performance more so thanvague goals. Specific goals provide people with a sharper point of focus. For example, the goal raise

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    profitability 10% this year is likely to be more effective than Lets be more profitable.

    Research has shown that people who have vague goals are more likely to be satisfied with good performance even though they are capable of better performance.

    People also tend to give more effort when they are trying to reach harder goals.One might think that people would prefer jobs with easy goals, but they usuallydo notjobs with easy goals are usually boring. Also, many organizations providebetter rewards for meeting difficult goals than they do for meeting easier goals.

    Performance feedback impacts future effort. By measuring performance against goals, organizations are able to provide workers with feedback that enables them toregulate their efforts. Given the right circumstances, failure to meet a goal can motivate an individual to work harder.

    Circumstance Research has shown that specific and difficult goals do motivate people toward their best performance. However, this happens only when the proper c

    ircumstances exist:

    Workers have the necessary qualifications to meet the goal Feedback is providedto assist the effort-regulation process Workers believe that they can meet the goal (i.e., have high self-efficacy) Workers are committed to the goal

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    Chapter 2JOB SATISFACTION- AN INTRODUCTIONINTRODUCTION Job satisfaction is the amount of pleasure or contentment associatedwith a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction. By Andrew J DuBrins Job satisfaction is one part of life satisfaction. The environment influences the job. Similarly, since a job is important part of life,job satisfaction influences ones general life satisfaction. Manager may need to monitor not only the job and immediate work environment but also their employees attitudes towards other part of life. Human life has become very complex and completed in now-a-days. In modern society the needs and requirements of the peopleare ever increasing and ever changing. When the people are ever increasing and ever changing, when the peoples needs are not fulfilled they become dissatisfied.Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction of industrial workers us very important for the industry to functionsuccessfully. Apart from managerial and technical aspects, employers can be considered as backbone of any industrial development. To utilize their contributionthey should be provided with good working conditions to boost their job satisfaction. Any business can achieve success and peace only when the problem of satisfaction and dissatisfaction of workers are felt understood and solved, problem ofefficiency absenteeism labour turnover require a social skill of understandinghuman problems and dealing with them scientific investigation serves the purposeto solve the human problems in the industry. a) Pay. b) The work itself. c) Promotion d) The work group. e) Working condition. f) Supervision.

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    PAY Wages do play a significant role in determining of satisfaction. Pay is instrumental in fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and provides the means to enjoy valued leisure interest outside of work. Moreover, pay can serve as symbol of achievement and a source of recognition. Employees often see pay as a reflection of organization. Fringe benefits have not been found to have strong influence on job satisfaction as direct wages. THE WORK ITSELF Along with pay, the content of the work itself plays a very major role in determining how satisfied employees are with their jobs. By andlarge, workers want jobs that are challenging; they do want to be doing mindlessjobs day after day. The two most important aspect of the work itself that influence job satisfaction are variety and control over work methods and work place.In general, job with a moderate amount of variety produce the most job satisfaction. Jobs with too little variety cause workers to feel bored and fatigue. Jobswith too much variety and stimulation cause workers to feel psychologically stressed and burnout. PROMOTION Promotional opportunities have a moderate impact on job satisfaction. A promotion to a higher level in an organization typically involves positive changes I supervision, job content and pay. Jobs that are at the higher level of an organization usually provide workers with more freedom, more challenging work assignments and high salary. SUPERVISION Two dimensions of supervisor style: 1. Employee centered or consideration supervisors who establish a supportive personal relationship with subordinates and take a personal interest inthem. 2. The other dimension of supervisory style influence participation in decision making, employee who participates in decision that affect their job, display a much higher level of satisfaction with supervisor an the overall work situ

    ation. WORK GROUP Having friendly and co-operative co-workers is a modest sourceof job satisfaction to individual employees. The working groups also serve as asocial support system of employees. People often used their co-workers as sounding board for their problem of as a source of comfort.

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    WORK CONDITION The employees desire good working condition because they lead togreater physical comfort. The working conditions are important to employees because they can influence life outside of work. If people are require working longhours and / or overtime, they will have very little felt for their families, friends and recreation outside work.

    MODELS OF JOB SATISFACTIONThere are various methods and theories of measuring job satisfaction level of employees in the organization given by different authors. List of all the theoriesand methods measuring job satisfaction level is given below: A MODEL OF FACET SATISFACTION Affect theory(Edwin A. Locke 1976) Dispositional Theory( Timothy A.Judge 1988) Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzbergs) Job Characteristics Model (Hackman & Oldham) Rating scale Personal interviews action tendencies Job enlargement Job rotation Change of pace Scheduled rest periodISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 33

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    MODEL OF FACET OF JOB SATISFACTION

    Skill Experience Training Perceived personal job inputs

    EffortsAge SeniorityLevel Difficulty Time span Amount of responsibility

    Perceived inputs & outcomes of referent others

    Perceived amount that should be received (a)

    a=b satisfaction

    Perceived job characteristics

    a>b dissatisfaction a

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    AFFECT THEORY Edwin A. Lockes Range of Affect Theory (1976) is arguably the mostfamous job satisfaction model. The main premise of this theory is that satisfaction is determined by a discrepancy between what one wants in a job and what onehas in a job. Further, the theory states that how much one values a given facetof work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one becomes when expectations are/arent met. When a person values a particular facet of a job, his satisfaction is more greatly impacted both positively(when expectations are met) and negatively (when expectations are not met), compared to one who doesnt value that facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A would be more satisfied in a position that offers a high degree of autonomyand less satisfied in a position with little or no autonomy compared to Employee B. This theory also states that too much of a particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet. DISPOSITIONAL THEORY Another well-known job satisfaction theory is the Dispositional Theory it is a very general theory that suggests that people have innate dispositions that cause them to have tendencies toward a certain level of satisfaction, regardless of ones job. This approach became a notable explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over time andacross careers and jobs. Research also indicates that identical twins have similar levels of job satisfaction. A significant model that narrowed the scope of the Dispositional Theory was the Core Self-evaluations Model, proposed by TimothyA. Judge in 1998. Judge argued that there are four Core Self-evaluations that determine ones disposition towards job satisfaction: self-esteem, general self-effi

    cacy, locus of control, and neuroticism. This model states that higher levels ofself-esteem (the value one places on his self) and general self-efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an internal locus of control(believing one has control over her\his own life, as opposed to outside forces having control) leads to higher job satisfaction. Finally, lower levels of neuroticism lead to higher job satisfactionISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 35

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    TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY) Frederick Hertzbergs Two-factor theory (also known as Motivator Hygiene Theory) attempts to explain satisfaction andmotivation in the workplace. This theory states that satisfaction and dissatisfaction are driven by different factors motivation and hygiene factors, respectively. Motivating factors are those aspects of the job that make people want to perform, and provide people with satisfaction. These motivating factors are considered to be intrinsic to the job, or the work carried out. Motivating factors include aspects of the working environment such as pay, company policies, supervisory practices, and other working conditions. While Hertzberg s model has stimulated much research, researchers have been unable to reliably empirically prove themodel, with Hackman & Oldham suggesting that Hertzberg s original formulation of the model may have been a methodological artifact Furthermore, the theory doesnot consider individual differences, conversely predicting all employees will react in an identical manner to changes in motivating/hygiene factors. Finally, the model has been criticized in that it does not specify how motivating/hygienefactors are to be measured. JOB CHARACTERISTICS MODEL Hackman & Oldham proposedthe Job Characteristics Model, which is widely used as a framework to study howparticular job characteristics impact on job outcomes, including job satisfaction. The model states that there are five core job characteristics (skill variety,task identity, task significance, autonomy, and feedback) which impact three critical psychological states (experienced meaningfulness, experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing workoutcomes (job satisfaction, absenteeism, work motivation, etc.). The five corejob characteristics can be combined to form a motivating potential score (MPS) f

    or a job, which can be used as an index of how likely a job is to affect an employee

    s attitudes and behaviors.

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    A meta-analysis of studies that assess the framework of the model provides somesupport for the validity of the JCM.

    Measuring job satisfactionThere are many methods for measuring job satisfaction. By far, the most common method for collecting data regarding job satisfaction is the Likert scale (namedafter Rensis Likert). Other less common methods of for gauging job satisfactioninclude: Yes/No questions, True/False questions, point systems, checklists, andforced choice answers. This data is typically collected using an Enterprise Feedback Management (EFM) system. The Job Descriptive Index (JDI), created by Smith,Kendall, & Hulin (1969), is a specific questionnaire of job satisfaction that has been widely used. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. Thescale is simple, participants answer either yes, no, or cant decide (indicated by?) in response to whether given statements accurately describe ones job. itselfresponsibility, interest, and growth. Quality of supervisiontechnical help and social support. Relationships with co-workerssocial harmony and respect. Promotion opportunitieschances for further advancement. Payadequacy of pay and perceived equity vis--vis others.

    The Job in General Index is an overall measurement of job satisfaction. It is animprovement to the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on work satisfaction in general. Other job satisfaction questionnaires include: the Minnesota Satisfaction

    Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. TheMSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the firstscales used widely,

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    measured overall job satisfaction with just one item which participants respondto by choosing a face. Some general myths relating to Job Satisfaction Argument:Satisfaction Causes Performance -If job satisfaction causes high levels of performance, the message to managers is quite simple: To increase employees work performance, make them happy. Research, however, indicates that no simple and directlink exists between individual job satisfaction at one point in time and work performance at a later point. This conclusion is widely recognized among OB scholars, even though some evidence suggests that the relationship holds better for professional or higher level employees than for nonprofessionals or those at lower job levels. Job satisfaction alone is not a consistent predictor of individualwork performance. Argument: Performance Causes Satisfaction: If high levels ofperformance cause job satisfaction, the message to managers is quite different.Rather than focusing first on peoples job satisfaction, attention should be givento helping people achieve high performance; job satisfaction would be expectedto follow. Research indicates an empirical relationship between individual performance measured at a certain time period and later job satisfaction. A basic model of this relationship, based on the work of Edward E. Lawler and Lyman Porter,maintains that performance accomplishment leads to rewards that, in turn, leadto satisfaction. In this model rewards are intervening variables; that is, they link performance with later satisfaction. In addition, a moderator variableperceived equity of rewardsfurther affects the relationship. The moderator indicates thatperformance will lead to satisfaction only if rewards are perceived as equitable. If an individual feels that his or her performance is unfairly rewarded, theperformancecausessatisfaction relationship will not hold. Argument: Rewards Cause

    Both Satisfaction and Performance: This final argument in the job satisfactionperformance controversy is the most compelling. It suggests that a proper allocation of rewards can positively influence both performance and satisfaction. The keyword in the previous sentence is proper. Research indicates that people who receive high rewards report higher job satisfaction. But research also indicates that performance-contingent rewards influence a persons workPage 38

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    performance. In this case, the size and value of the reward vary in proportion to the level of ones performance accomplishment. Large rewards are given for highperformance; small or no rewards are given for low performance, And whereas giving a low performer only small rewards initially may lead to dissatisfaction, theexpectation is that the individual will make efforts to improve performance inorder to obtain greater rewards in the future. The point is that managers shouldconsider satisfaction and performance as two separate but interrelated work results that are affected by the allocation of rewards. Whereas job satisfaction alone is not a good predictor of work performance, well-managed rewards can have apositive influence on both satisfaction and performance. What kindles dissatisfaction? Earnings or benefits Job quality or workplace support Lack of apprecion Stagnation or no growth Lack of freedom

    Best Practices -Employee Satisfaction 1) Recruiting and Hiringit all starts withthis 2) Provide a Career / Skill Path 3) Employee Development and Training 4) Strong Supervisors / Good Coaching 5) Work Environment / Company Culture 6) Rewarding work / empowering employees. 7) Recognition (first) and Reward (second)

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    How to keep Employees Engaged and Happy? Strengthen work environment Make improvements to mound the company as an employer of choice Treat employees as an important part of the organization Encourage participation in various planning and decision-making aspects Offer meaningful work and challenging assignments to effectively utilize staff skills Empower employees and ensure them of job security. Provide legitimate feedback, genuinely listen to staff concerns and make their interests a management priority

    ROLE OF EMPLOYEE SATISFACTION & MORALE BOOSTINGSeven social learning processes and strategies were identified that relate to Job Satisfaction and Morale. These are: _ Conditions of Service, _ Recognition & Reward, _ Organizational Loyalty to Workers, _ Workplace Design, _ Job Significance, _ Performance Management, and _ Loyalty to the Organization These seven elements of Job Satisfaction and Morale align with components of the Job Characteristics Model (Hackman & Oldham, 1980) that are claimed to be necessary for job satisfaction and the motivation to perform ones job well. For instance, Conditions of Service, Recognition & Reward, Organizational Loyalty to Workers, and Workplace Design all relate to ones satisfaction with the work context,ISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 40

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    or to use Hackman and Oldhams (1980) terms, Job Context Satisfaction. Similarly, Job Significance Pascoe, Ali & Warne (your own belief that your work is importantand has value) and Performance Management relate to Experienced Meaningfulness of Work and Knowledge of Results, respectively, both of which are posited as necessary psychological states for high levels of motivation to work well. Whilst thereappears to be no direct relationship between Loyalty to the Organization and elements of the Job Characteristics Model, ones attitude to the organization for which they work would influence their motivation to work well.

    MODERN METHOD OF MEASURING JOB SATISFACTIONIn this method of measuring job satisfaction the comparison between various organizational terms and conditions at managerial level and also the organization ata large Satisfaction with human resources management policies of the organization: 1. Management has a clear path for employees advancement 2. Decisions are made keeping in mind the good of the employees 3. Management is extremely fair in personal policies 4. Physical working conditions are supportive in attaining targets 5. Innovativeness is encouraged to meet business problems. Satisfaction withsupervision: 1. I feel I can trust what my supervisor tells me 2. My supervisortreats me fairly and with respect 3. My supervisor handles my work-related issues satisfactorily 4. I get frequent appreciation of work done from supervisorsISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 41

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    5. I get enough support from the supervisor 6. Individual initiative is encouraged Satisfaction with compensation levels: 1. Overall I am satisfied with the companys compensation package 2. I am satisfied with the medical benefits 3. I am satisfied with the conveyance allowance 4. I am satisfied with the retirement benefits 5. I am satisfied with the reimbursement of the expenses as per the eligibility 6. I am satisfied with the holiday (vacation) eligibilities Satisfaction with task clarity: 1. Management decisions are Ad Hoc and lack professionalism (reverse scaled) 2. Rules and procedures are followed uncompromisingly 3. My job responsibilities are well defined and clear Satisfaction with career development:1. I have adequate opportunities to learn and grow 2. I get opportunities to handle greater responsibilities 3. My skills and abilities are adequately used at work From all above we can conclude level of job satisfaction of our employees. Rating scale: It is one of the most common methods of measuring job satisfaction.The popular rating scale used to measure Job satisfaction is to include:

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    Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent satisfactions and dissatisfactions of employees. Job Description Index: it measures Job satisfaction on the dimension identified by Smith, Kendall, Hulling. Porter Need Identification Questionnaires: It is used only for management personnel and revolves around the problems and challenges faced by managers. Critical incidents: Fredrick Hertz berg and his Associates popularized this method ofmeasuring Job satisfaction. It involves asking employees to described incidentson job when they were particularly satisfied or dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those related aspectsresponsible for the positive and negative attitudes. Personal interviews: This method facilitates an in-depth exploration through interviewing of job attitudes.The main advantage in this method is that additional information or clarifications can be obtained promptly. Action tendencies: By this method, Job satisfaction can be measured by asking questions and gathering information on how they feellike behaving with respect to certain aspects of their jobs. This method provides employees more opportunity to express their in-depth feeling. In his study onAmerican employees, hop pock identified six factors that contributed to job satisfaction among them. These are as follows: The way individual reacts to unpleasant situations. The facilities with which he adjust himself to other persons. His relatives status in the social & economic group with which he identifies himself.

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    The nature of work in relation to the abilities, interest & preparation of the workers. Security. Loyalty.

    Because human resource manager often serve as intermediaries between employees &management in conflict, they are concern with Job satisfaction or general job attitudes with the employees. Philip apple white has listed the five major components of Job satisfaction. Attitude towards work group General working conditi. Attitude towards company. Monitory benefits & Attitude towards supervision

    Other components that should be added to this five are individuals state of mindabout the work itself and about the life in general .the individuals health, age,level of aspiration. Social status and political & social activities can all contribute to the Job satisfaction. A persons attitude toward his or her job may bepositive or negative. Job enlargement: The concept of job enlargement originated after World War II. It is simply the organizing of the work so as to relate the contents of the job to the capacity, actual and potential, of workers. Job enlargement is oblivious forerunner of the concept and philosophy of job design. Stephan offers three basic assumptions behind the concept of job enlargement. Jobenlargement is a generic term that broadly means adding more and different tasksto a specialized job. It may widen the number of task the employee must do thatis, add variety. When additional simple task are added to a job, the process iscalled horizontal job enlargement. This also presumably adds interest to the wo

    rk and reduces monotony and boredom.

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    DETERMINANTS OF JOB SATISFACTIONWhile analyzing the various determinants of job satisfaction, we have to keep inmind that: all individuals do no derive the same degree of satisfaction thoughthey perform the same job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment, there areindividual variables which affect job satisfaction. Thus, all those factors which provide a fit among individual variables, nature of job, and situational variables determine the degree of job satisfaction. Let us see what these factors are. Individual factors: Individuals have certain expectations from their jobs. Iftheir expectations are met from the jobs, they feel satisfied. These expectations are based on an individuals level of education, age and other factors. Level ofeducation: Level of education of an individual is a factor which determines thedegree of job satisfaction. For example, several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. In their case, Peters principle which suggests that every individual tries to reach his level of incompetence, applies more quickly. Age: Individuals experience different degree of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, gets gradually reduced, startsrising up to certain stage, and finally dips to a low degree. The possible reasons for this phenomenon are like this. When individuals join an organization, they may have some unrealistic assumptions about what they are going to drive fromtheir work. These assumptions make them more satisfied. However, when these assu

    mptions fall short of reality, job satisfaction goes down. It starts rising again as the people start to assess the jobs in right perspective and correct theirassumptions. At the last, particularly atISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 46

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    organization. Some of the important factors which affect job important factors which affect job satisfaction are given below: 1. Working conditions: Working conditions, particularly physical work environment, like conditions of workplace and associated facilities for performing the job determine job satisfaction. Thesework in two ways. First, these provide means job performance. Second, provisionof these conditions affects the individuals perception about the organization. If these factors are favourable, individuals experience higher level of job satisfaction. 2. Supervision: The type of supervision affects job satisfaction as ineach type of supervision; the degree of importance attached to individuals varies. In employee-oriented supervision, there is more concern for people which is perceived favourably by them and provides them more satisfaction. In job orientedsupervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction. 3. Equitable rewards:The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, it affects job satisfaction adversely. 4. Opportunity: It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment by they also attach importance to opportunities for promotion that these job offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction.

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    Work group: Individuals work in group either created formally of they develop ontheir own to seek emotional satisfaction at the workplace. To the extent such groups are cohesive; the degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive group, people derive satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to job satisfaction.

    IMPORTANCE OF JOB SATISFACTIONJob satisfaction is an important indicator of how employees feel about their joband a predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover. Job satisfaction can partially mediate the relationship of personality variables and deviant work behavior. Common research finding is that job satisfaction is correlated with life style. This correlation is reciprocal meaningthe people who are satisfied with the life tends to be satisfied with their jobs and the people who are satisfied their jobs tends to satisfied with their life. This is vital piece of information that is job satisfaction and job performance is directly related to one another. Thus it can be said that, A happy worker isa productive worker. It gives clear evidence that dissatisfied employees skip work more often and more like to resign and satisfied worker likely to work longerwith the organization. Importance to worker and organization Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that can often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal.

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    For the organization, job satisfaction of its workers means a work force that ismotivated and committed to high quality performance. Increased productivity- the quantity and quality of output per hour worked- seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzbergs (1957) have shown at least low correlation between high morale and high productivity and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of loss of job, will not give 100percent of their effort for very long. Though fear is a powerful motivator, itis also a temporary one, and also as soon as the threat is lifted performance will decline. Job satisfaction benefits the organization includes reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked with a healthier work force and has been found to be a good indicator of longevity. Althoughonly little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the bottom line. Workers role in job satisfaction If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and wellbeing on the job. The following suggestions can help a workerfind personal job satisfaction: Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition. Develop excellent communica

    tion skills. Employers value and rewards excellent reading, listening, writing and speaking skills. Know more. Acquire new job related knowledge that helps you to perform tasks more efficiently and effectively. This will relive boredom and often gets one noticed.ISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 50

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    Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often results in recognition as well as in increased responsibilities and rewards. Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done. Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively. See the value in yourwork. Appreciating the significance of what one does can lead to satisfaction with the work itself. This help to give meaning to ones existence, thus playing a vital role in job satisfaction. Learn to de-stress. Plan to avoid burn out by developing healthy stress management techniques.

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    Chapter 3EMPLOYEE BENEFITS AND WELFAREEmployee welfare is a comprehensive term including various services, benefits andfacilities offered to employees & by the employers. Through such generous fringe benefits the employer makes life worth living for employees. Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms. Employeewelfare includes monitoring of working conditions, creation of industrial harmony through infrastructure for health, industrial relations and insurance againstdisease, accident and unemployment for the workers and their families. Employeewelfare entails all those activities of employer which are directed towards providing the employees with certain facilities and services in addition to wages orsalaries. The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied labor force for the organization. The purpose ofproviding such facilities is to make their work life better and also to raise their standard of living. The important benefits of welfare measures can be summarized as follows: They provide better physical and mental health to workers andthus promote a healthy work environment Facilities like housing schemes, medicalbenefits, and education and recreation facilities for workers families help in raising their standards of living. This makes workers to pay more attention towards work and thus increases their productivity. Employers get stable labor forceby providing welfare facilities. Workers take active interest in their jobs and

    work with a feeling of involvement and participation. Employee welfare measuresincrease the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace.ISHAN INSTITUTE OF MANAGEMENT & TECHNOLOGY Page 53

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    The social evils prevalent among the labors such as substance abuse, etc. are reduced to a greater extent by the welfare policies.

    For example at Bajaj Electricals there are many welfare activities like long service and retirement awards on 14th July every year for employees, to be categorized into 15 years long service and 25 long service. There is also welfare trustwhich formed by Bajaj Electricals for providing loan to employees for housing needs and also for the reimbursement of medical expenses. They have created socialresponsibility of business fund to provide scholarship to employees and childrenfor higher education and also there is emergency assistance in the form of financial assistance to the family in case of death of any employee in harness. Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale andmotivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of working conditions, creation of industrial harmony through infrastructure for health, industrial relations and insurance against disease, accident and unemployment for the workers and their families. Labor welfare entails all those activities of employer which are directed towards providing the employees with certain facilities and services in addition to wages or salaries. Labor welfare has the following objectives: To provide better life and health to the workers To make the workers happy and satisfied To rel

    ieve workers from industrial fatigue and to improve intellectual, cultural and material conditions of living of the workers The basic features of labor welfaremeasures are as follows:

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    Labor welfare includes various facilities, services and amenities provided to workers for improving their health, efficiency, economic betterment and social status. Welfare measures are in addition to regular wages and other economic benefits available to workers due to legal provisions and collective bargaining Laborwelfare schemes are flexible and ever-changing. New welfare measures are added to the existing ones from time to time. Welfare measures may be introduced by theemployers, government, employees or by any social or charitable agency. The purpose of labor welfare is to bring about the development of the whole personalityof the workers to make a better workforce. The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied labor force forthe organization. The purpose of providing such facilities is to make their work life better and also to raise their standard of living. The important benefitsof welfare measures can be summarized as follows: They provide better physicaland mental health to workers and thus promote a healthy work environment Facilities like housing schemes, medical benefits, and education and recreation facilities for workers families help in raising their standards of living. This makes workers to pay more attention towards work and thus increases their productivity.Employers get stable labor force by providing welfare facilities. Workers take active interest in their jobs and work with a feeling of involvement and participation. Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace. The social evils prevalent among the labors such as substance abuse, etc. are reducedto a greater extent by the welfare policies.

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    STOCK TAKE PROCESS AND ITS EFFECTS ON EMPLOYEESStock take is process to check the shrinkage in the stock. Earlier it was conducted once in the three month but now this time it was decided to conduct every month. In this process complete stock is counted and recounted to find out the exact figure of shrinkage. Following are the steps taken during the STOCK PROCESS.1. All the merchandise kept in bin and carton of the ware house is segregated onthe basis of price tag .If Proper price tag is not found in the product then itis kept for the Dumping. This process starts 4-5 days earlier than the scheduledstock take day. 2. On the same time Scanning process is done in the ware house.In the scanning process all the merchandises price tag is scanned by the scannerwith their respective fixture number. 3. This scanned data is stored in the system it gives the correct figure of merchandise present in the ware house. 4. Similarly on the stock take day all the dump items from the floor are removed. 5. Now stock take process goes for whole night. In this night employees are asked toscan all the items of the floor .After complete scanning i.e. both in the ware house and on the floor Recounting process starts. 6. In the Recounting process allthe scanned items have to be recounted and note it down on the format providedby the company. 7. Here associates responsibility is over but till this time complete night is passed. Now its turn for the managers to compare the data stored in the computer and that is written on the paper and accordingly a report has tobe sent to the head office informing the correct status of the stock in the store. In the last stock approx