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1 Sample Material UGC NET (Code 55) and Executive Trainee HR

PSUXpert “We value Dreams”

Human Resource Management

“For UGC NET (Code 55) & PSUs HR Executive”



THE MATERNITY BENEFIT ACT, 1961

Objectives The Maternity Benefit Act, 1961, aims at regulation of employment of women

employees in certain establishment for certain periods before and after child birth and provision of maternity and certain other benefits. Some state acts

also provide for additional benefits such as free medical aid, maternity bonus, provision of crèches, additional rest internals, etc.

Short title, - (Section 1)

This Act may be called the Maternity Benefit Act, 1961 Extent

It extends to the whole of India

Commencement

It shall come into force on such date as may be notified in this behalf in the

Official Gazette, --

(a)in relation to mines and to any other establishment wherein persons are employed for the exhibition of equestrian, acrobatic and other performances,

by the Central Government; and

(b)in relation to other establishments in a State, by the State Government.

Application of Act (Section 2)

It applies, to every establishment being a factory, mine or plantation including any such

establishment belonging to Government and to every establishment wherein persons are employed for the exhibition of equestrian, acrobatic and other performances;

to every shop or establishment within the meaning of any law for the time being in force in relation to shops and establishments in a State, in which ten or more persons are employed, or were employed, on any day of the

preceding twelve months.

Provided that the State Government may, with the approval of the Central Government, after giving not less than two months' notice of its intention

of so doing, by notification in the Official Gazette, declare that all or any of the provisions of this Act shall apply also to any other establishment or class of establishments, industrial, commercial, agricultural or otherwise.



"Appropriate Government" means, in relation to an establishment being a

mine, or an establishment wherein persons are employed for the exhibition of equestrian, acrobatic and other performances, the Central Government

and in relation to any other establishment, the State Government; "Child" includes a still-born child;

"Delivery" means the birth of a child;

"employer" means--

in relation to an establishment which is under the control of the Government, a person or authority appointed by the Government for the supervision and control of employees or where no person or authority is so appointed, the head

of the department;

in relation to an establishment under any local authority, the person appointed by such authority for the supervision and control of employees.

in any other case, the person who, or the authority which, has the ultimate

control over the affairs of the establishment.

"establishment" means

a factory;

a mine; a plantation;

an establishment wherein persons are employed for the exhibition of equestrian, acrobatic and other performances a shop or establishment; or

"factory" means a factory as defined in clause the Factories Act, 1948.

"Inspector" means an Inspector appointed under this act.

"maternity benefit" means the payment referred in this act.

"mine" means a mine as defined in the Mines Act, 1952

"miscarriage" Means expulsion of the contents of a pregnant uterus at any period prior to or during the twenty-sixth week of pregnancy but does not

include any miscarriage, the causing of which is punishable under the Indian Penal Code.



"woman" means a woman employed, whether directly or through any agency, for wages in any establishment.

Employment of, or work by, women prohibited during certain

period (Section 4) No employer shall knowingly employ a woman in any establishment during

the six weeks immediately following the day of her delivery or her miscarriage.

No woman shall work in any establishment during the six weeks

immediately following the day of her delivery or her miscarriage.

No women employed in the long standing work which affect her health and

the development of foetus preceding the period of one month immediately

preceding the period of six weeks, before the date of her expected

delivery or any period during the said period of six weeks for which the

pregnant woman does not avail of leave of absence.

Right to payment of maternity benefit (Section 5)

Every woman shall be entitled to, and her employer shall be liable for, the

payment of maternity benefit at the rate of the average daily wage for the period of her actual absence for which she is eligible.

No woman shall be entitled to maternity benefit unless she has actually worked in an establishment of the employer from whom she claims maternity benefit, for a period of not less than eighty days in the twelve months

immediately preceding the date of her expected delivery.

The maximum period for which any woman shall be entitled to maternity benefit shall be twelve weeks of which not more than six weeks shall precede the date of her expected delivery.

Continuance of payment of maternity benefit in certain cases (

Section5A) Every woman entitled to the payment of maternity benefit under this Act shall,

notwithstanding the application of the Employees' State Insurance Act, 1948, to the factory or other establishment in which she is employed, continue to be so entitled until she becomes qualified to claim maternity

benefit of that Act.

Notice of claim for maternity benefit and payment ( Section 6) Any woman employed in an establishment and entitled to maternity benefit

under the provisions of this Act may give notice in writing in such form as may be prescribed, to her employer, stating that her maternity benefit and any other amount to which she may be entitled under this Act may be paid to



her or to such person as she may nominate in the notice and that she will not work in any establishment during the period for which she receives maternity

benefit.

In the case of a woman who is pregnant, such notice shall state the date

from which she will be absent from work, not being a date earlier than six weeks from the date of her expected delivery.

Any woman who has not given the notice when she was pregnant may

give such notice as soon as possible after the delivery

On receipt of the notice, the employer shall permit such woman to absent herself from the establishment during the period for which she receives the maternity benefit.

The amount of maternity benefit for the period preceding the date of her expected delivery shall be paid in advance by the employer to the woman on production of such proof as may be prescribed that the woman is pregnant,

and the amount due for the subsequent period shall be paid by the employer to the woman within forty-eight hours of production of such proof as may

be prescribed that the woman has been delivered of a child.

The failure to give notice under this section shall not disentitle a woman

to maternity benefit or any other amount under this Act if she is otherwise

entitled to such benefit or amount and in any such case an Inspector may

either of his own motion or on an application made to him by the woman,

order the payment of such benefit or amount within such period as may be

specified in the order.

Payment of maternity benefit in case of death of a woman (Section

7) If a woman entitled to maternity benefit or any other amount under this Act,

dies before receiving such maternity benefit or amount, or where the employer is liable for maternity benefit, the employer shall pay such benefit or amount

to the person nominated by the woman in the notice given and in case there is no such nominee, to her legal representative.

Payment of medical bonus (Section 8)

Every woman entitled to maternity also entitle to a medical bonus of three

thousand five hundred rupees, if no pre-natal confinement and post-natal care is provided for by the employer free of charge.

Leave for Miscarriage (Section 9)

In case of miscarriage, a woman shall, on production of such proof be

entitled to wages at the rate of maternity benefit, for a period of six

weeks immediately following the day of her miscarriage.



Leave for illness arising out of pregnancy, delivery, premature birth of

child, or miscarriage (Section 10) A woman suffering from illness arising out of pregnancy, delivery, premature

birth of child or miscarriage shall, on production of such proof as may be prescribed, be entitled, in addition to the period of absence allowed to a leave

with wages at the rate of maternity benefit for a maximum period of one month.

Leave for Tubectomy

In case of tubectomy operation, a woman shall, on production of proof, be entitled to leave with wages for a period of two weeks.

Nursing breaks (Section 11) Every woman joins the duty after the delivery of child entitle to two nursing

break until the child attain the age of 15 weeks in addition to the interval of rest.

Dismissal during absence of pregnancy (Section 12)

When a woman absents herself from work in accordance with the provisions of this Act, it shall be unlawful for her employer to discharge or dismiss

her during this period.

The discharge or dismissal of a woman at any time during her pregnancy, if the woman availing the benefit from the establishment and doing work in some other establishment during that period.

Provided that where the dismissal is for any prescribed gross misconduct, the

employer may, by order in writing communicated to the woman, deprive her of the maternity benefit or medical bonus or both.

No deduction of wages in certain cases (Section 13)

No deduction from the normal and usual daily wages of a woman entitled to

maternity benefit or if she is on nursing break.

Appointment of Inspectors (Section 14)

The appropriate Government may, by notification in the Official Gazette, appoint such officers as it thinks fit to be Inspectors for the purposes of this Act and may define the local limits of the jurisdiction within which they shall

exercise their functions under this Act.

Inspectors to be public servants ( Section 16)



Every Inspector appointed under this Act shall be deemed to be a public servant.

Forfeiture of maternity benefit (Section 18)

If a women working in other establishment and she is permited by the employer to absent herself under the act.

Registers (Section 20)

Every employer shall prepare and maintain such registers, records and muster-rolls and in such manner as may be prescribed.

Penalty for contravention of Act by employer (Section 21)

If any employer fails to pay any amount of maternity benefit to a woman entitled under this Act or discharges or dismisses such woman during or on

account of her absence from work he shall be punishable with imprisonment which shall not be less than three months but which may extend to one year and with fine which shall not be less than two

thousand rupees but which may extend to five thousand rupees. If any employer contravenes the provisions of this Act or the rules made

thereunder, he shall, if no other penalty is elsewhere provided by or under this Act for such contravention, be punishable with imprisonment which may

extend to one year, or with fine which may extend to five thousand rupees, or with both:

Penalty for obstructing Inspector (Section 22) Whoever fails to produce on demand by the Inspector any register or

document in his custody kept in pursuance of this Act or the rules made thereunder or conceals or shall be punishable with imprisonment which may

extend to one year, or with fine which may extend to five thousand rupees, or with both.

Power of Central Government to give directions (Section 25)

The Central Government may give such directions as it may deem necessary to a State Government regarding the carrying into execution of the provisions of this Act.



The Maternity Benefit(Amendment)Act,2017

The Maternity Benefit Amendment Act has increased the duration of paid

maternity leave available for women employees from the existing 12 weeks

to 26 weeks. under the Maternity Benefit Amendment Act, this benefit

could be availed by women for a period extending up to a maximum of 8

weeks before the expected delivery date and the remaining time can be

availed post childbirth.

For women who are expecting after having 2 children, the duration of paid

maternity leave shall be 12 weeks (i.e., 6 weeks pre and 6 weeks post

expected date of delivery).

Maternity leave for adoptive and commissioning mothers

Maternity leave of 12 weeks to be available to mothers adopting a child below

the age of three months from the date of adoption as well as to the “commissioning mothers”. The commissioning mother has been defined as

biological mother who uses her egg to create an embryo planted in any other woman.

Work from Home option:

The Maternity Benefit Amendment Act has also introduced an enabling provision relating to "work from home" for women, which may be exercised

after the expiry of the 26 weeks' leave period. Depending upon the nature of work, women employees may be able to avail this benefit on terms that are mutually agreed with the employer.

Crèche facility

The Maternity Benefit Amendment Act makes crèche facility mandatory for every establishment employing 50 or more employees. Women employees

would be permitted to visit the crèche 4 times during the day including rest intervals

The Maternity Benefit Amendment Act makes it mandatory for employers to educate women about the maternity benefits available to them at the time of their appointment.

Quick Overview:

Maternity Leave: 26 weeks

Leave for Miscarriage, etc and Illness: one month

Leave for Tubectomy: 2weeks

Medical Bonus: 3500

Nursing breaks:2 nursing breaks

Creach: 50 or more

Appeal: 30 days

Time Period for maternity benefit: 80 days



EMPLOYERS’ FEDERATIONS AT THE NATIONAL LEVEL

All India Organisation of Employers (AIOE)

The All India Organisation of Employers was established in December 1932

on the initiative of FICCI with its original name, All India Organisation of

Industrial Employers (AIOIE). Subsequently, the word ‘industrial’ was

dropped from its name. The reason behind the formation of the AIOIE was

to circumvent the objection of the ILO to the nomination of employers’

delegates to the International Labour Conference from the FICCI which was

considered a federation of chambers of commerce and not an organization of

industrial employers.

Employers’ Federation of India (EFI)

The Employers’ Federation of India was established in 1933 on the joint

initiative of Bombay and Bengal Chambers of Commerce. Initially, the

federation, which was registered under the Companies Act, was concerned

primarily with promoting and safeguarding the interests of the British

employers, but subsequently a large number of Indian employers also came

under its fold.

Standing Conference of Public Enterprises (SCOPE)

The Standing Conference of Public Enterprises was established in 1970 as

an organization registered under the Societies Registration Act. It is an

apex professional organization representing the central government public

enterprises and also some state government enterprises, public sector banks

and a few other organizations in the public sector. It is a member of the

International Organisation of Employers.

Council of Indian Employers (CIE)

Founded in 1956 on the joint initiative of AIOE and EFI, the Council of

Indian Employers has become the most outstanding of the employers’

federations in the country espousing the cause of employers in the field of

labour and industrial relations and represents the employers on various

international and national bodies concerned with labour matters. Its main

constituents are AIOE, EFI and SCOPE.



COLLECTIVE BARGAINING:

Definition:

The Collective Bargaining is the process wherein the unions (representatives

of employees or workers), and the employer (or their representative) meet to

discuss the issues related to wage, the number of working hours, work

environment and the other terms of the employment.

There are four types of Collective Bargaining classified on the basis of their

nature and the objectives, and can be practiced depending on the different

situation requirements.

Type of collective bargaining

Conjunctive or Distributive Bargaining: In this form of collective

bargaining, both the parties viz. The employee and the employer try to

maximize their respective gains. It is based on the principle, “my gain is

your loss, and your gain is my loss” i.e. one party wins over the other.

The economic issues such as wages, bonus, other benefits are discussed,

where the employee wishes to have an increased wage or bonus for his work

done, whereas the employer wishes to increase the workload and reduce the

wages.

Co-operative or Integrative Bargaining: Both the employee and the

employer sit together and try to resolve the problems of their common

interest and reach to an amicable solution. In the case of economic crisis,

such as recession, which is beyond the control of either party, may enter into

a mutual agreement with respect to the working terms.

https://businessjargons.com/wp-content/uploads/2015/10/types-of-collective-bargaining.jpg



For example, the workers may agree for the low wages or the management

may agree to adopt the modernized methods, so as to have an increased

production.

Productivity Bargaining: This type of bargaining is done by the

management, where the workers are given the incentives or the bonus

for the increased productivity. The workers get encouraged and work very

hard to reach beyond the standard level of productivity to gain the additional

benefits.

Through this form of collective bargaining, both the employer and the

employee enjoy the benefits in the form of increased production and the

increased pay respectively.

Composite Bargaining: In this type of collective bargaining, along with

the demand for increased wages the workers also express their concern

over the working conditions, recruitment and training policies,

environmental issues, mergers and amalgamations with other firms,

pricing policies, etc. with the intention to safeguard their interest and

protect the dilution of their powers.

Thus, the purpose of the Collective Bargaining is to reach a mutual agreement

between the employee and the employer with respect to the employment terms

and enjoy a long term relationship with each other.



CONSTITUTIONAL PROVISION OF LABOUR WELFARE

Labour Rights and Indian Constitution

Indian constitution provides numerous safeguards for the protection of labour

rights. These safeguards are in the form of fundamental rights and the

Directive principle of State policy.

Articles 14,19,21,23 and 24 comprise of fundamental rights promised under

part III of the Constitution. Articles 38, 39, 39A, 41, 42, 43,43A and 47

form part of the Directive Principles of State Policy under Part IV of the

Constitution, but they are not enforceable in a court of law.

Article 39, 39A, 41, 42, 43 and 43A collectively can be termed “Magna

Carta of working class in India.”

Let us have a brief overview of these Articles‐

Article 14 commands State to treat any person equally before the law.

Article (19) (1) (c) grants citizens the right to form association or unions.

Article 21 promises protection of life and personal liberty.

Article 23 prohibits forced labour.

Article 24 prohibits employment of children below the age of fourteen years.

Article 39(a) provides that the State shall secure to its citizens equal right to

an adequate means of livelihood.

Article 39A provides that the State shall secure the equal opportunities for

access to justice to its citizens and ensure that such opportunities are not

denied by reason of economic or other disabilities.

Article 41 provides that within the limits of its economic capacity the State

shall secure for the Right to work and education.

Article 42 instructs State to make provisions for securing just and humane

conditions of work and for maternity relief.

Article 43 orders the State to secure a living wage, decent condition of work

and social and cultural opportunities to all workers through legislation or

economic organisation. And

Article 43A provides for the participation of workers in Management of

Industries through legislation.



Benchmarking

Benchmarking is a process of measuring the performance of a company’s

products, services, or processes against those of another business considered

to be the best in the industry, aka “best in class.” The point of benchmarking

is to identify internal opportunities for improvement. By studying companies

with superior performance, breaking down what makes such superior

performance possible, and then comparing those processes to how your

business operates, you can implement changes that will yield significant

improvements.

Porter 5 force model

Porter's Five Forces is a model that identifies and analyzes five competitive

forces that shape every industry, and helps determine an industry's

weaknesses and strengths. Frequently used to identify an industry's structure

to determine corporate strategy, Porter's model can be applied to any segment

of the economy to search for profitability and attractiveness.

The model is named after Michael E. Porter.



Meaning of Training:

“Training is the act of increasing the knowledge and skills of an employee for

doing a particular job.” — Edwin B. Flippo

Training is an organized activity for increasing the technical skills of the

employees to enable them to do particular jobs efficiently. In other words,

training provides the workers with facility to gain technical knowledge and to

learn new skills to do specific jobs. Training is equally important for the

existing as well as the new employees. It enables the new employees to get

acquainted with their jobs and also increase the job-related knowledge and

skills.

Objectives of Training:

The objectives of training are as follows:

(i) To provide job related knowledge to the workers.

(ii) To impart skills among the workers systematically so that they may

learn quickly.

(iii) To bring about change in the attitudes of the workers towards fellow

workers, supervisor and the organization.

(iv) To improve the productivity of the workers and the organization.

(v) To reduce the number of accidents by providing safety training to the

workers,

(vi) To make the workers handle materials, machines and equipment

efficiently and thus to check wastage of time and resources.

(vii) To prepare workers for promotion to higher jobs by imparting them

advanced skills.

Need and Importance of Training:

The need for training of employees arises due to the following factors:

(i) Higher Productivity:

It is essential to increase productivity and reduce cost of production for

meeting competition in the market. Effective training can help increase

productivity of workers by imparting the required skills.

(ii) Quality Improvement:

The customers have become quality conscious and their requirement keep on

changing. To satisfy the customers, quality of products must be continuously

improved through training of workers.

(iii) Reduction of Learning Time:



Systematic training through trained instructors is essential to reduce the

training period. If the workers learn through trial and error, they will take a

longer time and even may not be able to learn right methods of doing work.

(iv) Industrial Safety:

Trained workers can handle the machines safely. They also know the use of

various safety devices in the factory. Thus, they are less prone to industrial

accidents.

(iv) Reduction of Turnover and Absenteeism:

Training creates a feeling of confidence in the minds of the workers. It gives

them a security at the workplace. As a result, labour turnover and

absenteeism rates are reduced.

(vi) Technology Update:

Technology is changing at a fast pace. The workers must learn new techniques

to make use of advance technology. Thus, training should be treated as a

continuous process to update the employees in the new methods and

procedures.

(vii) Effective Management:

Training can be used as an effective tool of planning and control. It develops

skills among workers and prepares them for handling present and future jobs.

It helps in reducing the costs of supervision, wastages and industrial

accidents. It also helps increase productivity and quality which are the

cherished goals of any modern organization.

Methods of Training



Methods of Training:

On-the-job Training Method

Off-the-Job Methods!

Management development is a systematic process of growth and development

by which the managers develop their abilities to manage. It is concerned with

not only improving the performance of managers but also giving them

opportunities for growth and development.

There are two methods through which managers can improve their knowledge

and skills. One is through formal training and other is through on the job

experiences. On the job training is very important since real learning takes

place only when one practices what they have studied.

But it is also equally important in gaining knowledge through classroom

learning. Learning becomes fruitful only when theory is combined with

practice. Therefore, on the job methods can be balanced with classroom

training methods (off-the-job methods).

1. On-the-job Training (OJT) Methods:

This is the most common method of training in which a trainee is placed on a

specific job and taught the skills and knowledge necessary to perform it.

The advantages of OJT are as follows:

1. On the job method is a flexible method.

2. It is a less expensive method.

3. The trainee is highly motivated and encouraged to learn.

4. Much arrangement for the training is not required.

On-the-job training methods are as follows:

1. Job rotation:

This training method involves movement of trainee from one job to another

gain knowledge and experience from different job assignments. This method

helps the trainee under¬stand the problems of other employees.

2. Coaching:

Under this method, the trainee is placed under a particular supervisor who

functions as a coach in training and provides feedback to the trainee.

Sometimes the trainee may not get an opportunity to express his ideas.

3. Job instructions:

Also known as step-by-step training in which the trainer explains the way of

doing the jobs to the trainee and in case of mistakes, corrects the trainee.



4. Committee assignments:

A group of trainees are asked to solve a given organizational problem by

discussing the problem. This helps to improve team work.

5. Internship training:

Under this method, instructions through theoretical and practical aspects are

provided to the trainees. Usually, students from the engineering and

commerce colleges receive this type of training for a small stipend.

2. Off-the-job Methods:

On the job training methods have their own limitations, and in order to have

the overall development of employee’s off-the-job training can also be

imparted. The methods of training which are adopted for the development of

employees away from the field of the job are known as off-the-job methods.

The following are some of the off-the-job techniques:

1. Case study method:

Usually case study deals with any problem confronted by a business which

can be solved by an employee. The trainee is given an opportunity to analyse

the case and come out with all possible solutions. This method can enhance

analytic and critical thinking of an employee.

2. Incident method:

Incidents are prepared on the basis of actual situations which happened in

different organizations and each employee in the training group is asked to

make decisions as if it is a real-life situation. Later on, the entire group

discusses the incident and takes decisions related to the incident on the basis

of individual and group decisions.

3. Role play:

In this case also a problem situation is simulated asking the employee to

assume the role of a particular person in the situation. The participant

interacts with other participants assuming different roles. The whole play will

be recorded and trainee gets an opportunity to examine their own

performance.

4. In-basket method:

The employees are given information about an imaginary company, its activi-

ties and products, HR employed and all data related to the firm. The trainee

(employee under training) has to make notes, delegate tasks and prepare

schedules within a specified time. This can develop situational judgments and

quick decision making skills of employees.

5. Business games:



According to this method the trainees are divided into groups and each group

has to discuss about various activities and functions of an imaginary

organization. They will discuss and decide about various subjects like

production, promotion, pricing etc. This gives result in co-operative decision

making process.

6. Grid training:

It is a continuous and phased programme lasting for six years. It includes

phases of planning development, implementation and evaluation. The grid

takes into consideration parameters like concern for people and concern for

people.

7. Lectures:

This will be a suitable method when the numbers of trainees are quite large.

Lectures can be very much helpful in explaining the concepts and principles

very clearly, and face to face interaction is very much possible.

8. Simulation:

Under this method an imaginary situation is created and trainees are asked

to act on it. For e.g., assuming the role of a marketing manager solving the

marketing problems or creating a new strategy etc.

9. Management education:

At present universities and management institutes gives great emphasis on

management education. For e.g., Mumbai University has started bachelors

and postgraduate degree in Management. Many management Institutes

provide not only degrees but also hands on experience having collaboration

with business concerns.

10. Conferences:

A meeting of several people to discuss any subject is called conference. Each

participant contributes by analyzing and discussing various issues related to

the topic. Everyone can express their own view point.



Motivation

The term 'motivation' has been derived from the word 'motive' which means anything that initiates or sustains activity.

According to likert , " Motivation is the core of management" Definition "Motivation is the complex set of forces starting and seeking a person at work

in an organization". - Robert Doublin " Motivation refers to the way in which urges, drives, desires, aspirations, strivings or needs direct, control or explain the behaviour of human beings".

- Dalton E. McFarland Need is the starting point of Motivation.

Needs and Motivation

Early Theories of Motivation In the 1950s three specific theories were formulated, still very renowned motivational theories, hierarchy of needs theory, theories X and Y and

Herzberg's motivation - hygiene theory. These theories are also called content theories of motivation that focuses on factors internal to the individual that energizes and direct behaviour.

Hierarchy of needs Theory

Abraham Maslow (1943, 1954) stated that people are motivated to achieve certain needs and that some needs take precedence over others. Our most

basic need is for physical survival, and this will be the first thing that motivates our behavior. Once that level is fulfilled the next level up is what motivates us.

he hypothesized that within every human being there exists a heirarchy of five needs.

(i) Physiological Needs: - These are biological requirements for human survival, e.g. air, food, drink, shelter, clothing, warmth, sex, sleep. Maslow considered physiological needs the most important as all the other needs

become secondary until these needs are met. (ii) Safety Needs :- It includes protection and security from physical and

emotional harm. (iii) Social Needs : -This level of human needs is social and involves feelings of belongingness. The need for interpersonal relationships motivates behavior.

It include friendship, intimacy, trust, and acceptance, receiving and giving affection and love. (iv)Esteem Needs - Maslow classified it into two categories: (i) esteem for



oneself (dignity, achievement, mastery, independence) and (ii) the desire for reputation or respect from others (e.g., status, prestige).

(v) Self-actualization needs : - Realizing personal potential, self-fulfillment, seeking personal growth and peak experiences. A desire “to become everything

one is capable of becoming”.

The need hierarchy implies that lower level needs require satisfaction and hereby affect behaviour. As one need becomes substantially

satisfied, the next level need becomes dominant. No need is ever fully gratified. As a fully gratified never motivates. The basic needs are

repetitive in nature. Maslow separated the five level into higher and lower order : - a. Physiological and safety needs are lower - order needs.

b. Social, esteem, self-actualization are higher order needs. c. Higher order needs are satisfied internally.

d. Lower order needs are satisfied externally. Herzberg's Two Factor Theory of Motivation

This theory is also called hygiene-motivation theory or Duel Structure Theory. The Frederick Herzberg developed the model in 1959. He

propounded it when he investigated the question, ' what do people want from their jobs?' He did this by interviewing over 200 professionals.

The responses were tabulated and categorized. Herzberg found that the responses could be grouped within two general

categories, which he called hygiene factor and motivators. The Hygiene factors include wages, fringe benefits, physical conditions and overall company policies, administration. Presence of these factors at a

satisfactory level prevents job dissatisfaction, but does not provide motivation to employees.

Motivational Factors can encourage employees to work harder. Motivators are also known as satisfiers, and include such factors as

recognition, accomplishment, achievement, personal growth, responsibility, sense of individual importance, new experience and challenging work.

According to Herzberg,the hygiene factors result in dissatisfaction if they are



not present or are inadequate. If they are adequate , they do not induce motivation or give satisfaction. On the other hand, if the motivators are absent

or inadequate , they do not result in dissatisfaction.

Herzberg emphasized job enrichment in his two-factor theory. Job enrichment

implies enriching contents of jobs or the deliberate upgrading of responsibility, scope and challenge in work. " Job Enrichment is a motivational technique which emphasizes the need for challenging and

interesting work".

McClelland' Theory of Need McClelland’s Needs Theory was proposed by a psychologist David McClelland,

who believed that the specific needs of the individual are acquired over a period of time and gets molded with one’s experience of the life.

McClelland’s Needs Theory is sometimes referred to as Three Need theory or Learned Needs Theory.

He described people in terms of three needs: Power, achievement and affiliation and characterization of people who seek to gratify particular need.

(i) Need for Power(n-power) : -Power is the ability to induce or influence the behavior of others. The people with high power needs seek high-level positions

in the organization, so as to exercise influence and control over others. (ii)Need for Achievement (n-Ach) :-McClelland found that some people have

an intense desire to achieve. The person seeks to set and accomplish challenging goals. They take calculated risks to accomplish their goals and likes to receive regular feedback on their progress and achievements.

(iii) Need for Affiliation (n-Aff) :- People with high need for affiliation derives

pleasure from being loved by all and tend to avoid the pain of being rejected. Since, the human beings are social animals, they like to interact and be with others where they feel, people accept them. People dominated by the affiliation

need would be attracted to jobs that allow considerable social interactions.

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Sample Material UGC NET (Code 55) and Executive Trainee HR · P a g e 3 | 21 PSUxpert- 3 Sample Material UGC NET (Code 55) and Executive Trainee HR "Appropriate Government" means,