Project Report On Motivational level of employees in INTERCONTINENTAL HOTELS GROUP

SUBMITTED TO:
Maharshi Dayanand University, Rohtak in partial fulfillment of the requirement of the two years full-time Management Programme.

SUBMITTED BY:
(Mishel Arora) Programme: MBA (Hons.)

UNDER THE SUPERVISION OF

Dr. Kamlesh Gakhar Professor, IMSAR, Rohtak.

INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH M.D. UNIVERSITY, ROHTAK, HARYANA [INDIA]
2009-2011

CERTIFICATE

Certified that the project report entitled MOTIVATIONAL LEVEL OF EMPLOYEES IN INTERCONTINENTAL HOTELS GROUP submitted to the IMSAR, M.D.U, ROHTAK for the partial fulfillment of the requirement of award of degree of M.B.A is a record of independent research work carried out by Mr. Mishel Arora, a student of MBA 2 year, 4th semester, IMSAR, under my supervision and guidance. This has not been previously submitted for the award of any other degree.

ROHTAK April, 2011

Dr. Kamlesh Gakhar Supervisor

DECLARATION
I Mishel Arora,. student of MBA(HOns.) 4th semester of Institute of management Studies and Research, M. D. University, Rohtak hereby declare that project entitled MOTIVATIONAL LEVEL OF EMPLOYEES IN INTERCONTINENTAL HOTELS GROUP is an original work and the same has not been submitted to any other institute for the Award of any other degree .

Signature of the supervisor

Signature of the candidate

ACKNOWLEDGEMENT
Practical assignments and projects are an important and indispensable part of management courses. Theoretical studies are not sufficient to get into corporate world and understand the complexities of large scale of organization. I sincerely thanks to Dr. Kamlesh Gakhar Institute of Management Studies and Research, M. D. University, Rohtak for her valued guidance , encouragement and co-operative attitude to selection and completion of this project Without her guidance this project would not have been completed in its present form. I take the opportunity to express my gratefulness to Institute of Management Studies And Research, Rohtak for approving my project work.

Mishel Arora

EXECUTIVE SUMMARY On reviewing of the analyses we can see that employees areHardworking, Punctual, Cooperative & most of them are satisfied with the working conditions & even working hours of the co. and noticeable point is that more percent of workers are satisfied with their salary instead of being unsatisfactory. The technology used in the co. is also latest, most important is, that workers & mgt. have good relations. And when they were asked & tested for their motivating factor, it was found that a majority of workers are motivated by monetary incentives. That is 75 male workers (75%) & 70 female workers (70%). But it will not be correct to say that money is the whole sole motivating factor. 15 male workers (15%) & 20 female workers (20%) work for job-satisfaction.10 male worker (10%) & 5 female (5%) work for self-esteem & self-actualization. workers (12.5%) work for cooperation from mgt. Even there are many people who work, not only for money but side by side for other factors also. Example: for money & job satisfaction.

CONTENTS

Pages
1. DECLARATION 2. ACKNOWLEDGEMENT 3. EXECUTIVE SUMMARY Chapter 1: INTRODUCTION 1.1 COMPANY PROFILE 1.2 PRODUCT DIVISION 1.3 PRODUCTION PROCESS 3. MOTIVATION CONCEPT FUNDAMENTALS OF MOTIVATION THEORIES OF MOTIVATION MOTIVATION AND ORGANIZATION MOTIVATION AND WORK RESEARCH METHODOLOGY 4.1 COLLECTION OF DATA 3.1.1 PRIMARY DATA 3.1.2 SECONDARY DATA 4.2 METHODS OF QUESTIONAIRE ANALYSIS & INTERPRETATION FINDINGS CONCLUSION RECOMMENDATIONS 9. BIBLIOGRAPHY 32-49 3 4 5

49-68

89 70 71 72 73

INTRODUCTION
The project under study is conducted on the topic of MOTIVATIONAL LEVEL OF EMPLOYEES OF INTERCONTINENTAL HOTELS GROUP. It is being conducted so as to reveal the factors that influence the workers. What motivate the workers to work hard & perform better? It is being followed by several factors, which are discussed as under-

A. OBJECTIVES OF THE PROJECT ARE AS FOLLOWS:1. 2. To study the motivational level of employees of respected industry. To study the employees relation.

3. To study whether the motivational factors matches with expectations of the employees interest or not. 4. Motivating human resources in consonance with broader corporate horizon and long range vision of the organization.

B. PURPOSE OF THE RESEARCH

The basic purpose for which the research is conducted is to measure the motivational level of employees of IHG Group. The research is aimed at studying the motivating factors of employees, so that the industry is able to understand that in what way the workers can perform in better & desired manner & can give more effective & efficient production to industry.

So this can be concluded that this study is aimed at gathering knowledge about their behavior & improving performance of workers of IHG Group.

C. SCOPE OF RESEARCH
As this study is being done for some specific purpose it has a wide scope all over in many areas, as under mentioned1. It is useful to assess the capabilities of workers of IHG Group. Capabilities with regards to perform their work efficiently & result in better manner. 2. To know their interest in work i.e. whether they are really interested in doing their work or they prefer to work only if they are provided with incentives. 3. It will help in determining the satisfaction level of employees of concerned industry as the results of production could be assessed with that. 4. This study will help the industry to formulate various policies & programs to motivate workers so as to Increase their interest in work Improve their efficiency & effectiveness in production. To improve their satisfaction level.

5. Which in turn leads to industrys high turnover, thus profits & sales volume are also increased. 6. To enable the workers to work comfortably at their work place. This is to ensure that workers are having no problem in working. 7. To give them a feeling of belongingness by providing them their desired motives & developing a friendly atmosphere at work.

8. To understand the depth of employees to understand their behavior at work. This can be of great help in providing psychological treatment to employees if & whenever required.

COMPANY PROFILE
IHG is an international hotel company whose goal is to create Great Hotels Guests Love. They have more guest rooms than any other hotel company in the world that's more than 640,000 rooms and over 4,400 hotels in 100 countries and territories around the world. They operate seven hotel brands InterContinental, Crowne Plaza, Hotel Indigo, Holiday Inn, Holiday Inn Express, StayBridge Suites and Candlewood Suites.

Goal
We want to grow by making our brands the first choice for guests and hotel owners.

Our Target
In 2005 we committed to increase the number of rooms we have by 50,000 to 60,000 on a net and organic basis. The top end of this target was exceeded in June 2008 6 months ahead of schedule. By the end of 2008, we had reached 82,000 net rooms. This was achieved through organic growth meaning through new rooms under our existing brands and not through acquisition. Most of the rooms that leave our system do so at our instigation as we raise the quality of our hotels across all of our brands.

Our Strategy
Our strategy is to build the hotel industrys strongest operating system focused on the biggest markets and segments where scale really counts.

Our Operating system

IHGs operating system is made up of all the things we do to drive demand for our brands. This includes our advertising and marketing campaigns, our 10 global call centres, 13 local language websites, our global sales team of more than 8,000 professionals, Priority Club Rewards the world's largest hotel loyalty scheme with 56 million members and all the advantages that IHG's global hotel distribution and scale brings to brand awareness. Our focus on the biggest markets where our scale really counts ensures that we concentrate our resources on the opportunities that will provide the greatest return.

Our Strategic Priorities

Improving the performance of our brands Using our insight to make our brands the first choice for guests Delivering consistent customer experiences Generating excellent returns from our hotels Improving hotel revenue by encouraging guest visits Improving the efficiency of our hotels and operating processes Putting our market scale and knowledge to good use Using our worldwide scale and experience to convert more hotels to our brands Making the most of our global presence guests choose brands they know when they travel

Strengthening our organization Investing in our people and our ability to do business Building strong partnerships within our own company and with our owners across the world

Our Business Model

We operate hotels in three different ways as a franchisor, a manager and on an owned and leased basis. Our business model focuses on managing and franchising hotels, whilst our business partners own the bricks and mortar. Franchising This is the largest part of our business: 3,783 hotels operate under franchise agreements. Managing We manage 639 hotels worldwide. Owning We own 15 hotels worldwide (less than 1% of our portfolio).

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Marketing and Brand Distribution

IHG Staff Ownership Capital income

Owned

IHG

IHG

IHG

IHG

High

All revenue

Managed

IHG

IHGIHG supply Third party general managers as a minimum

Low / Fee % of none total revenue plus % of profit

Franchised

IHG

IHG Third party Third party

None Fee % of rooms revenue

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Our History
From the first Bass brewery in 1777 to todays hotel company with more guest rooms than any other, IHGs history is one of pioneering people and new ideas.

1777
William Bass sets up a brewery in Burton-on-Trent. The Bass business thrives, developing into one of the UK's leading brewers.

1876
The Bass red triangle becomes the first trademark to be registered in the UK.

1960s
Bass acquires a number of well-known regional brewing companies including Mitchells & Butlers in the Midlands (1961), before merging with Charringtons in London in 1967. These acquisitions make Bass one of the largest brewers and pub owners in the UK.

1988
Bass makes its first significant international move into the hotel industry, buying Holiday Inns International.

1989
The Beer Orders legislation is passed. This limits the number of tied pubs that major brewers can own and signals a major industry restructuring. Bass reduces the number of pubs that it owns dramatically and focuses on larger outlets. At the same time, it directs cash flow into developing an international hotel business.

1990
Bass buys the North American Holiday Inn business and Holiday Inn grows internationally. 12

1991
Bass launches Holiday Inn Express, a complementary brand in the limited service segment.

1994
Bass launches Crowne Plaza, a move into the upscale hotel market.

Bass's pubs business continues to grow. The business has also become increasingly branded. Bass opens the first O'Neills public house in 1994 and acquires the restaurant chain Harvester in September 1995. The Harvester acquisition, the development of the All Bar One brand in 1994 and the acquisition of the Browns restaurant chain marks a significant commitment to the growing eating out market in the UK.

1996
Bass's attempt to acquire half of the Carlsberg-Tetley brewing business in the UK is blocked by the UK government. Bass renews its focus on its hotels and pubs divisions. Over the next few years, it sells smaller, non-core businesses such as Gala bingo and Coral bookmakers, along with some of its pubs, including the leased pub business.

1997
As the hotel business becomes more purely brand focused, Bass sells its North American midscale hotel buildings, but keeps control of the branding of the hotels through franchise agreements. Bass creates and launches a new hotel brand, Staybridge Suites by Holiday Inn. It's an entry into the profitable North American upscale extended stay market. Staybridge Suites becomes the fastest brand in this segment to reach 50 units in the Americas.

1998

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Bass acquires the InterContinental hotel company, adding an upper upscale brand to its hotel portfolio. It's an acquisition that brings considerable synergies and cost savings.

1999
The group strengthens its pub division in the UK by cherry picking 550 high-potential sites from Punch Taverns, who had acquired the 3,500 strong pub estate of Allied Domecq. By acquiring Southern Pacific Hotels Corporation (SPHC) in Australia, Bass confirms its position as the leading hotel company in Asia Pacific. It also acquires Bristol Hotels & Resorts Inc., a US-based hotel management company comprising 112 hotels operating mainly under leases. This gives the group a stronger management contract presence in the world's largest hotel market.

2000
The group sells Bass Brewers to a major Belgian brewer for 2.3 billion. This marks the final step in refocusing the group from a domestic brewing operation to a leading international hospitality retailer a process that has taken over ten years to complete. It also involves the sale of the Bass name and a change of name to Six Continents PLC a name that better reflects the global spread of the group's businesses.

2001
In February, Six Continents sells 988 smaller, unbranded pubs for 625 million. In April, it acquires the European Posthouse chain of hotels for 810 million. The chain has hotels in strategic locations that are suitable for conversion to Holiday Inn, consolidating the Holiday Inn brand in the UK and Europe. The group buys the InterContinental Hong Kong for 241 million, strengthening its position in the upscale hotel market in the key Chinese and Asia Pacific markets.

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2002
On 1 October, Six Continents PLC announces the proposed separation of the groups hotels and soft drinks businesses (to be called InterContinental Hotels Group PLC) from the retail business (to be called Mitchells & Butlers plc), and the return of 700 million of capital to shareholders. This process is completed on 15 April 2003. InterContinental Hotels Group PLC (IHG) is now a distinct, discrete company, listed in the UK and the US stock markets.

2003
In July, IHG sells 16 Staybridge Suites hotels to Hospitality Properties Trust (HPT) and enters into a 20-year management agreement. In December, IHG adds the midscale extended stay brand Candlewood Suites to its portfolio.

2004
In April, IHG announces the introduction of a new brand, Hotel Indigo, focused on providing affordable boutique accommodation.

In the same month, the group adopts new standards for selling or re-selling hotel rooms for guest stays through online travel companies.

2005
Following the success of the extended stay Staybridge Suites brand in North America, IHG launches Staybridge Suites UK in April 2005. IHG announces the disposal of 100% of its holding in Britvic plc. IHG is now a company with a pure hotels focus.

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2006
IHG signs an operating joint venture with All Nippon Airways (ANA). The resulting joint venture IHG ANA Hotels Group Japan will be the largest international hotel operator in Japan, the worlds second largest hotel market. The deal sees the introduction of three new brands created for Japan: ANA-InterContinental, ANA-Crowne Plaza and ANA-Holiday Inn.

2007
IHG announces a worldwide relaunch of the Holiday Inn brand family, comprising Holiday Inn, Express by Holiday Inn and Holiday Inn Express. The relaunch programme will give Holiday Inn a refreshed and contemporary brand image. All Holiday Inn hotels open or under development are expected to have implemented the relaunch programme by the end of 2010, with the first due to open in mid 2008 in the US.

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Our Brands
Our seven hotel brands include some of the best-known and most popular in the world. We've built up a portfolio that covers everything from luxurious upscale hotels in the world's major cities and resorts to reliable family-oriented hotels that offer great service and value. This diverse portfolio means that we have the flexibility to respond to most types of hotel development opportunity. What's more, our hotel owners can choose the hotel brand that will work for them and maximize the potential of a particular site. And whether our guests are travelling for business or leisure, for a honeymoon or a family holiday, we'll have a hotel that's right for them.

InterContinental Hotels & Resorts is our most prestigious hotel brand, located in major cities in over 60 countries worldwide, offering business and leisure travellers the highest level of service and facilities. There are 58,429 rooms, 171 hotels, 60 hotels in the pipeline.

A dynamic hotel brand located in nearly 60 countries around the world. Truly international, Crowne Plaza offers premium accommodation, designed for the discerning business and leisure traveller who appreciates simplified elegance. There are 106,155 rooms, 388 hotels, 123 hotels in the pipeline.

A new innovative brand designed for the style-conscious traveller looking for the individual approach and facilities of a boutique hotel. Our hotels are located in urban, mid-town and suburban areas, close to businesses, restaurants and entertainment venues.

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There are 4,548 rooms, 38 hotels, 62 hotels in the pipeline.

Holiday Inn offers todays business and leisure travellers dependability, friendly service, modern facilities and excellent value. Youll find them throughout the world in small towns and major cities, along quiet roadways and near bustling airports. There are 227,225 rooms, 1,241 hotels, 313 hotels in the pipeline.

A fresh, clean, uncomplicated hotel choice offering comfort, convenience and good value. Holiday Inn Express (or Express by Holiday Inn) is one of the fastest growing hotel brands in its segment. There are 191,228 rooms, 2,075 hotels, 494 hotels in the pipeline

Staybridge Suites is an all-suite hotel brand for extended stay guests looking for a residential-style hotel for business, relocation or leisure. There are 20,762 rooms, 188 hotels, 101 hotels in the pipeline

Candlewood Suites' high-quality accommodation caters to mid-market business and leisure travellers looking for a multiple night hotel stay. There are 28,253 rooms, 288 hotels, 120 hotels in the pipeline

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COS POLICIES & PRACTICES

As every company provides in normal some benefits to employees, IHG Group also take up certain policies & practices for employees welfare. Some of them are as follows:1. ESI :All the employees whose wages / salary is below Rs.- 7500 are covered under this scheme. Here medical treatment is given to employees free of cost. Every treatment & medicines are free of cost. Nothing is charged from them. But a share is being deducted from employees salary & is added to his ESI fund. 1.75% of total emoluments of employees are being contributed to ESI fund & 4.75% of employees share is being given to ESI fund. Returns of ESI come half-yearly. Generally it is the period of April to Sep, & Oct to March. ESI have six main benefits to employees otherwise there are many benefits but the main & most important among them are six, as mentioned below. MEDICAL BENEFITS DEPENDENCE BENEFITS DISABLEMENT BENEFITS SICKNESS BENEFITS MATERNITY BENEFITS FUNERAL BENEFITS

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MEDICAL BENEFITS Medical treatment is given free of cost to those who are below & equal to the salary of Rs. 7500 DEPENDENCE BENEFITS In case of death of any employee at the time of duty, family is provided pension by ESI Corporation. DISABLEMENT BENEFITS In case the employee suffers from an accident on duty & any part of his body is damaged & thus he is disabled, then the employee is given pension plus certain % of damagebased pension.

SICKNESS BENEFITS If employee gets sick & due to that is not able to come to duty then 50% of his daily wages is given to him by ESI Corporation. MATERNITY BENEFITS If sickness is a problem then a treatment is same as mentioned above. In case of pregnancy of a woman, 6 weeks leave before & after delivery i.e. is plus 50 % of the salary is given. To avail this benefit at least 6 months contribution should have been paid by employee. FUNERAL BENEFITS If an employee is faced to death, for funeral Rs. 2500/- is given to his family by ESI Corporation. This can be claimed by any of the family member who is accountable for funeral. 20

2. P.F.:This is the fund account maintained, in which some contribution of the employee & employer which is given to the employee at the time of retirement or the employee can take an advance in the form of loan from this fund. CONTRIBUTION 12 % contribution of employees share. 12% contribution of employers share Employees share is on basic salary + DA+ VDA Among the employers share of 12 % 8.33 % is for family pension fund. 3.67 % is for P.F. Among the employees share of 12 % 12 % is entirely for P.F PENSION It is calculated on salary max. to RS 6500/i.e. 3.33 % of 6500 =RS 541 & the rest amount is diverted to P.F. Now when we talk of P.F. & contribution, the thing is- to which A/C this fund goes. These A/Cs are classified as follows1. A/C no.1Employees share 12 % + Employers share of 3.67 % = 15.67 % If employee wish to contribute more than 12 % to his P. F. A/C then he can do that & that amount will be added to A/C no.1. 2. A/C NO. 2 Administrative charger are being paid by the employee to A/C no. 2 i.e. 1.10 % from P.F. fund.

21

This is diverted to A/C no. 2, this amount is given to corporation for maintaining fund. 3. A/C NO. 21 This A/C is for EDCI i.e. employees deposit link insurance scheme. 5 % of salary is diverted for this fund A/C. 4. A/C NO. 22 Here inspection charges are diverted to this A/C i.e. .01 % in case of LIC scheme & .01 % in case of EDCI is directly deposited. NOTE: - PF RETURNS COME MONTHLY & ANNUALLY.

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COS STRATEGY FOR MOTIVATION

As being searched for, motivation level is already high in IHG GROUP employees. After this study, it is being seen that co. always keep motivating its employees by following some or other policies. 1. For monetary benefitsAnnual increments for JMC & SMC level workers i.e. 10-15 % annual increment on salary. JMC-Junior mgt. Cadre SMC-Senior mgt. Cadre 2. For workers levelDependent on their category & date of joining, increments are given Categories are as followsG3- employee meeting the minimum level of expected performance G2- Employee having performance exceeding expectation G1- Employee with great process improvement 3. Attendance benefitsThose who are regular to their work & punctual of time, they are given awards as in terms of attendance. Those who give good performance they are given extra attendance & therefore extra salary. 4. Emotional & moral supportThe workers are being treated as a family of IHG Group. Their problems whether related to work or personal is treated equally & is always sorted out to the extent to which mgt. can solve it. A separate labour welfare officer is appointed for this purpose. Co. always tries to work on good relations of mgt. with workers & workers among workers initiatives

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5. Free conveyanceThe most efficient & influencing motivation to employees is the free conveyance provided to all the workers irrespective of their work. Those who comes from far away places, they are really benefited by this facility. 6. Above salary RS 15000 Ones who are above the salary of RS 15000 they are not given treatment in ESI but they are being provided by: a. Medical allowances They are given one-month salary in a year or max. RS 15000 whichever is less for medical expenses & also 10 days sickness leave b. Group accident policy For any accident, company has made an insurance policy & that person can claim that expense from insurance co. on event of any accident. Also casual leaves i.e. 7 in a year are given to employees of all level. And earned leaves i.e. on every 20 working days, 1 leave is given & previous yrs. Working days are also included. Salary calculationIn IHG Group Salary is calculated on 26th day and paid on the second last weekeday of the month

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MOTIVATION
CONCEPTUAL BASE

Under this head we will be dealing with conceptual knowledge of this topic. So we will be discussing1. What is motivation? 2. Fundamentals of motivation. 3. Theories of motivationo o o Maslows theory Two-factor theory ERG theory

Vrooms theory of motivation 4. Motivation & organization 5. Motivation & work

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MOTIVATION
Well define MOTIVATION as the process that account for an individuals intensity, direction, and persistence of effort toward attaining a goal. The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that's easier said than done! Motivation practice and theory are difficult subjects, touching on several disciplines. In spite of enormous research, basic as well as applied, the subject of motivation is not clearly understood and more often than not poorly practiced. To understand motivation one must understand human nature itself. And there lies the problem! Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership.

Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it, either by themselves or through external stimulus. Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed. Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)

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Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. There are many options and an uninitiated manager may not even know where to start. As a guideline, there are broadly seven strategies for motivation.

Positive reinforcement / high expectations Effective discipline and punishment Treating people fairly Satisfying employees needs Setting work related goals Restructuring jobs Base rewards on job performance

These are the basic strategies, though the mix in the final 'recipe' will vary from workplace situation to situation. Essentially, there is a gap between an individuals actual state and some desired state and the manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in a specific way towards goals specifically stated by the motivator. Naturally, these goals as also the motivation system must conform to the corporate policy of the organization. The motivational system must be tailored to the situation and to the organization. In one of the most elaborate studies on employee motivation, involving 31,000 men and 13,000 women, the Minneapolis Gas Company sought to determine what their potential employees desire most from a job. This study was carried out during a 20 year period from 1945 to 1965 and was quite revealing. The ratings for the various factors differed only slightly between men and women, but both groups considered security as the highest rated factor. The next three factors were;

advancement type of work company - proud to work for

Surprisingly, factors such as pay, benefits and working conditions were given a low rating by both groups. So after all, and contrary to common belief, money is not the prime motivator. (Though this should not be regarded as a signal to reward employees poorly or unfairly)

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THEORIES OF MOTIVATION
There are several approaches to the study of motivation. A perusal of the theories will help us to understand the nature of motivation better. There are many theories which are classified under two heads: Early theories/ Contemporary theories But some of the important & well popular theories are discussed here under. o o o Maslows theory Two factor theory Vrooms theory

MASLOWS THEORY
The need hierarchy of motivation, propounded by ABRAHAM HAROLD MASLOW is, undoubtedly, the simplest & most widely discussed theory of motivation. He hypothesized that within every human being there exists a hierarchy of five needs. These needs are:1. 2. 3. Physiological: Includes hunger, thirst, shelter, sex and other bodily needs. Safety: Includes security and protection from physical and emotional harm. Social: Includes affection, belongingness acceptance, and friendship. Esteem: Includes internal esteem factors such as self-respect, autonomy, and Self actualization: The drive to become what one is capable of becoming; includes

4.
5.

achievements; and external esteem factors such as status, recognition and attention. growth, achieving ones potential, and self-fulfillment.

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The essence of theory may be summarized as follows1. Human beings have wants, which can influence behavior. Only unsatisfied needs can influence their behavior, satisfied needs do not act as motivators. 2. Since needs are many, they are arranged in the order of their importance or hierarchy i.e. from basic to complex. 3. The person advances to the next level of hierarchy, only when the lower need is minimally satisfied. 4. Furthur up the hierarchy, the person is able to go, the more individually, & psychological, health he or she will display.

We can see the hierarchy of needs in laid by MASLOW as under-

SELF ACTUALIZATION SELF ESTEEM BELONGINGNESS & LOVE NEEDS SAFETY PHYSIOLOGYCAL NEEDS

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A SCHEMATIC REPRESENTATION OF MASLOWS NEEDHIERARCHY THEORY Now we can a look on these needs as discussed below-

A. PHYSIOLOGICAL NEEDS
The most basic, powerful, & obvious of all human needs is the need for physical survival. Included in this group are the needs hunger, thirst, shelter, sex, sleep, protection from extreme temperature & sensory stimulation. The person who fails to satisfy the basic level of needs just will not be around long enough to attempt satisfaction of higher need levels. If any of these needs remains unsatisfied, the individual rapidly becomes dominated by that need, so that all other needs quickly become non-existent or become decidedly secondary. e.g. a chronically hungry person will never strive to compose music or build a brave new work. Such person is too much pre-occupied with getting something to eat.

B. SAFETY NEEDS
Such needs arise when physiological needs are met. Maslow suggested that that safety needs are more readily observed in infants & young children because of their relative helplessness & dependence on adults. Safety needs can be, in terms of organization context- correlate to such factors as job security, salary increase, safe working conditions, unionization & lobbying for protective legislation. Other e.g. are when individuals are confronted with real emergence i.e. war, crime, waves, floods, earthquakes, riots, societal disorganizations, & similar other conditions.

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C. BELONGING & LOVE NEEDS

It constitutes the third level in the hierarchy of needs. These needs arise when physiological & safety needs are met or fulfilled. An individual motivated at this level longs for affectionate relationship with others namely, for a place in his/her family or reference groups. Group membership becomes the dominant goal for the individual.

D. SELF-ESTEEM NEEDS
It occupies the fourth level. Maslow classified these needs into two subsidiary sets

SELF-ESTEEM

SELF-RESPECT

ESTEEM FROM OTHERS

Self-respect includes such things as desire for competence, confidence, personal strength, adequacy, achievement, independence & freedom. Here an individual wants to know that he or she is competent or capable of mastering tasks & challenges in life. Esteem from others includes prestige, recognition, acceptance, attention, status, reputation & appreciation. In this case, individuals need to be appreciated for what they can do, that is recognized and valued by others. In organizational context- self-esteem needs correspond to job tittles, merit pay, peer / supervisory recognition, challenging work, responsibility & publicity in co. publication.

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E. SELF-AVTUALIZATION NEEDS
Finally if all the earlier four level needs are satisfied, then the need for self-actualization comes to the fore. It is characterized by Maslow as the desire to become every-thing that one is capable of becoming. The person who has achieved this highest level of need presses towards the full use & exploitation of his/her talents, capacities & potentialities. In other words, self-actualization is to become every-thing that one wants to become, to reach peak of ones potential.

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TWO-FACTOR THEORY
This theory is propounded by the psychologist FREDRICK HETZBERG. This theory is also termed as dual factor theory or motivation-hygiene theory. It is widely accepted by managers concerned with the problem of human behavior at work. According to Herzberg there are two factors that effect dissatisfaction & satisfaction. The factors areMotivators & Hygiene factors Satisfaction is effected by motivators & dissatisfaction is effected by hygiene factors.

HYGIENE FACTORS

NO DISSATISFACTION (SATISFACTION) MOTIVATORS

DIS-SATISFACTION

SATISFACTION (MOTIVATION)

NO- SATISFACTION

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CONTRASTING VIEWS OF SATISFACTION & DISSATISFACTION

It shows that if hygiene factors are present at the work place, then the person will not be dissatisfied. His life is moving normal. But when these factors are absent from the work place, than the person will be highly dissatisfied. In case of motivators, if motivating factors are present, then the person will feel satisfied & motivated to work. But if the motivators are absent from the work place then the person will neither be satisfied nor dissatisfied.

FACTORS

HYGIENE FACTORS FACTORS CO. POLICIES & ADMINISTRATION SECURITY STATUS SALARY WORKING CONDITIONS

MOTIVATING

ACHIEVEMENT RECOGNITION WORK ITSELF RESPONSIBILITY GROWTH ADVANCEMENT MOTIVATORS

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These are the intrinsic factors i.e. factors which motivate the workers to go to their best in their performance. Such aso o o o o o Achievement Recognition Work itself Responsibility Advancement & Growth

They seem to be related to the job satisfaction. These are the motivators, satisfiers or jobcontent factors.

HYGIENE FACTORS
These are the extrinsic factors. These are job content factors. Such aso o o o o o o Cos policy & administration Supervision Working conditions Salary Status Security Interpersonal relations

These help the worker to work comfortably, so as to achieve desired work at work place.

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VROOMS MOTIVATIONAL THEORY

This theory is propounded by VICTOR H. VROOM. This theory postulates that motivation depends on the strength of the expectation that the act will be followed by a given outcome & on the preference of an individual for that outcome. The figure below-

Instrumentalities Second level outcomes Expectancy Motivational Force F = valence * Expectancy Out come 2 First level outcomes Outcome 1A Out come 1 Outcome 1B

Outcome 2A Outcome 2B Outcome 2C

This is the Vrooms expectancy model i.e. VIE theory. There are 3 variables in the model which are discussed as under-

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VALENCE Valence refers to the degree of outcomes as seen by the individual. In other words, valence refers to the strength of an individuals preference foe a particular outcome. Other terms might be used including- value, incentive, attitude & expectancy. Valence may vary from 1 to +1. Valence is negative if the individual prefers not to attain an outcome. It is positive if he/she has strong preference for the outcome. Valence must be positive if motivation to take place.

Valence

-1

0 0 0

Instrumentality

0+1 0

Expectancy

+1

RANGES OF VALENCE, INSTRUMENTALITY & EXPECTANCY

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INSTRUMENTALITY Instrumentality refers to the belief that the first level outcome will lead to the second level of outcome. For e.g. The person would be motivated towards superior performance because of the desire to be promoted. The superior performance (first level outcome) is seen as being instrumental in obtaining a promotional (second level outcome). In effect the person makes a subjective judgment, so that the organization will value his performance & will administer rewards suitably. This in turn will motivate the employees to work hard & perform in the desired manner Its value may vary from 0 to 1. If employees see that promotions are based on performance, instrumentality will be rated high. If employees fail to see such linkages between performance & reward, then instrumentality will be rated low. EXPECTANCY Expectancy refers to the belief that will lead to completion of the task. For e.g. A person selling magazine subscriptions door to door may know from experience that the volume of sales is directly related to no. of sales calls made. Expectancy is stated as probability i.e. the employees estimate of the degree to which performance will be determined by the amount of effort expended. Its value may range from 0 to 1. If a worker sees no chance that effort will lead to performance, then expectancy is 0 & if he or she is confident that the task will be completed then expectancy is 1. MOTIVATION = EXPECTANCY * INSTRUMENTALITY * VALENCE

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Employee motivation in the workplace

The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that's easier said than done! Motivation practice and theory are difficult subjects, touching on several disciplines. In spite of enormous research, basic as well as applied, the subject of motivation is not clearly understood and more often than not poorly practiced. To understand motivation one must understand human nature itself. And there lies the problem! It is seen that organization exists for achieving its objective. And in order to so, its task is divided in to a no. of sub-tasks which are accomplished through organizational roles. These roles spell out the duties & obligations on the part of the persons in them. Once these duties & obligations are complied with in each role, spread over all the levels & functions, then only the organization get its pre-determined results. On the other hand, the person exists in the organization with his needs, motives & expectations, which he seeks fulfillment of. Once his needs & expectations are fulfilled, he gets satisfaction. The effectiveness of the organization lies in matching the requirements of organizational roles. With the needs & expectations of people put it in such a way that once such role requirements are complied by the person, he also fulfills his needs. In the process, the organization gets its results & the person on their perspective jobs get satisfaction of their needs. In usual organizational management the superiors at every level have to bring awareness of role requirements to the subordinates. As superiors are primarily concerned with employees performance & workers are primarily concerned with fulfillment of their needs & expectations (as shown in the diagram above), it requires executive & leadership skills to match the organizations task requirements & subordinates needs & expectations, so that it can serve the dual purpose of achieving organizational objectives & the workers satisfaction & involvement.

39

Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership.

Motivation and organization

Motivation & organization are interrelated. Motivation is that function which is necessary to achieve goals of the organization. In order to have a clearer understanding, motivation to work must be viewed in the context of organization where it is taking place. It is explained in much better form in the chart given below.

ORGANIZATION

ROLES REQUIREMENTS COMPLIANCE SATISFACTORY RESULTS

SATISFACTION

(ACTION) (TENSION)
PERSON PERSONALITY NEEDS EGOISTIC SOCIAL BIOLOGICAL

FULFILLMENT

EXPECTATIONS

SUPERVISOR

SECURITY, BELONGINGNESS, RECOGNITION, STATUS, SELF-EXPRESSION. 40

MOTIVATION & WORK

A men work for various reasons, sometimes for a combination of reasons & sometimes for different reasons at different times. Normally, a vast majority of people works for money, for livelihood, & maintenance of family. Those who get beyond the stage of making the two ends meet may work for good social status or position, to further professional attainment, freedom & challenge & a variety in jobs & even for the interest in job itself. Money/pay is the means for survival & livelihood. It also serves as a means to social position, prestige, status, power, security & to fulfilling individual pursuits like philanthropy, religious & missionary activities, recreational & outdoor activities & the like. Thus money in the form of pay or earnings gets inseparably connected with needs & motives of all sorts. But the commonly held belief that employees work for money only is a fallacious one. Every one in the hierarchy of the organization including workmen to have self-respect, expect fair & human treatment. When self-respect is violated & all the other human aspects are ignored, it is natural, that then even the pay can bring about only partial motivation & often a good deal of contentment or empathy along with it. In this situation, most employees may then tend to treat such symptoms through their adhoc, manipulative, patchy effort without going to the root cause. If the problem drags on, it may banish efficiency & productivity out of the organizational system.

Thus this is the most important task of the employer to look after the needs & expectations of workers working for there, to treat them as humans, respect them & also give a fair treatment so that desired work can come out of employees of the organization.

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RESEARCH METHODOLOGY
RESEARCH (DEFINITION) The research can be defined as logical and systematized mean or techniques to discover new facts or verify and test old facts, analyze their sequences, inter-relationship and casual explanations which were derived with an appropriate theoretical frame of reference, develop new scientific tools, concepts and theories which would facilitate reliable and valid study of human behaviors. Collection of data is the first step in statistics towards the goal of conclusion. The data collection process follows the formulation of research design including the sample plan. Data can be secondary or primary, can be collected using variety of tools.

Collection of Secondary Data

Secondary data may be described as those data that already available i.e., they refer to data, which have already been collected and analyzed by someone else. When researcher utilizes secondary data, he has to look into various sources from where he can obtain data. Usually published data is available in: o o o o o o fields; o Public records and statistics, historical documents and other sources of published information. Various publications of central, state and local government; Various publications of international bodies; Technical and trade journals; Books, magazines and newspapers; Reports and publications of various associations connected with business and Reports prepared by research scholars, universities, economist, etc, in different

industry, banks, stock exchanges, etc;

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Collection of Primary Data

Primary data may be described as those data that has been observed and recorded by the researchers for the first time to their knowledge. The cost of collection of secondary data is less than data. Instance the knowledge of secondary data is essential for planning the collection of primary data. We can obtain primary data either through observations or through personal interviews. This in other words, means that there are several methods of collecting primary data, particular in surveys and descriptive researches. Important one are: o o o o o o o Observation method Interview method Through questionnaires Through schedules Through projective techniques Depth interviews Content analysis

There are two basic methods used in collecting primary data. o o Observation Questionnaire

OBSERVATION METHOD: when data are collected by observation, the investigator asks a question. Instead, he observes the objects or actions in which he is interested. Some times individuals make the observation on other occasions; mechanical devices observe and record the desired information.

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QUESTIONNAIRE METHOD: A questionnaire consists of a set of questions presented to respondents for their answers. The responses may be undertaken either by the interviewer or by the respondents, as the methods of data collection require. The term questionnaire usually refers to a self-administered process where by the respondent him self reads the question and records the question and records his answers his answers without the assistance of an interviewer. Questionnaire: Designing Questionnaire is highly specialized job and requires a great deal of skill and experience. While developing a Questionnaire, the researcher has to be very clear on the following issues:o o o o o o o o What information will be sought? What type of Questionnaire will be required? How the Questionnaire will be administrated? What the content of the individual will be? What the form of response of each question will be? How many questions will be used and how the individual questions will be Whether the Questionnaire shall be disguised or undisguised? Whether the Questionnaire shall be structured or unstructured?

sequenced?

In this project the information has been collected from the around 200 employees of INTERCONTINENTAL HOTELS GROUP, to collect the primary data to know their interest, understanding, suitability at there job and what motivated them the most. SAMPLING FRAME- Here is the IHG Group. Unit 10, DLF Cyber City, Phase II, Gurgaon SAMPLING UNIT- is an individual employee.

44

ANALYSIS & INTERPRETATION Here we will deal with analyses of data collection & interpretation thereof. The data obtained from the methods stated above will be analyzed & interpreted. As stated above & earlier data is collected by random sampling method & questionnaire & observation. ANALYSES OF DATA For collecting the data here certain standardized parameters have been set up. And then the analyses have been done. The parameters are discussed as follows :o o Personality traits of the employees Job satisfaction level

PERSONALITY TRAITS OF EMPLYEES

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Hard working cooperative punctual Take initiative

male female

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CONCLUSIONAs its clear from the above graph that, as regard to personality traits of employees 78% male workers are hardworking & in female workers 80 % are hardworking. 100 % male & even female workers are cooperative. 87.5 % male workers & 96 % female workers are time punctual. 75 % male workers & 80 % female workers are in habit to take initiative to work on their own, without being forced by the employer to work. So we can conclude that most of the workers of IHG Group are hard working, cooperative & time punctual. It proves that co. has good command over their employees.

Questions, responses and Interpretations

46

1. Tick the level of satisfaction regarding the working environment

CONDITIONS V. GOOD GOOD SATISFACTORY NOT SATISFACTORY (i) 50 30 20 0 MALE FEMALE 60 30 10 0 TOTAL 110 60 30 0

120 100 80 60 40 20 0
V-GOOD GOOD SAT ISFACT ORY NOT SATISFACT ORY

MALE FEMALE TOTAL

CONCLUSIONAs its clear from the above graph that, as regard to working conditions 110 workers say that the working conditions are very good in the co., 60 workers say that the working conditions in the co. are good, 30 workers say that the working conditions in the co. are satisfactory & not even a single worker say that the working conditions in the co. are not satisfactory. So we can conclude that majority of the workers are satisfied with the working conditions in the co.

2. Are you satisfied with the salary structure in IHG Group? Tick on the appropriate box.

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Salary Structure V. GOOD GOOD SATISFACTORY NOT SATISFACTORY

MALE 51 32 13 4

FEMALE 55 35 8 2

TOTAL 106 67 21 6

120 100 80 60 40 20 0 V-GOOD GOOD SATISFY NOT SATISFY MALE FEMALE TOTAL

CONCLUSIONAs seen in the above graph, as regard to salary 106 employee thinks of their salary to be good and very good.13 male workers & 8 female workers are satisfied with their salary. However still there are 6 employees who are not satisfies with their salary. So we can conclude that majority of the workers are satisfied with their salary.

48

3. Are you satisfied with the no. of working hours in IHG Group? Tick on the appropriate box.
WORKING HOURS V. GOOD GOOD SATISFACTORY NOT SATISFACTORY (ii) 55 25 20 0 MALE FEMALE 45 27 28 0 TOTAL 100 52 48 0

100 80 60 40 20 0 V-GOOD Good SATISFY NOT SATISFY MALE FEMALE TOTAL

CONCLUSIONAs seen in the above graph, as regard to work hours 100 employees feel the work hours are good or very good and 48 employees are satisfied with the work hours. And not even a single worker is dissatisfied with their work hours. So we can conclude that majority of the workers are satisfied with their salary.

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4. Tick the level of satisfaction regarding the technology used in the co.
TECHNOLOGY USED V. GOOD GOOD SATISFACTORY NOT SATISFACTORY (iii) 45 35 18 2 MALE FEMALE 48 38 12 2 TOTAL 93 73 30 4

100 80 60 40 20 0 V-GOOD GOOD SATISFY NOT SATISFY MALE FEMALE TOTAL

CONCLUSIONAs seen in the table above, as regard to technology used in the co. 12 workers says that technology used is very good. 10 workers says that technology used is good. And 8 workers says that technology used is satisfactory. So we can conclude that majority of workers are satisfied with technology used & some others are very much satisfied with technology used in the co. & no one is seen unsatisfied with the technology. So we can say that IHG Group. is using best technology.

5. Are you satisfy with an increment which is done on periodic basis?

50

Yes: No:

160 40

40

NO
160

YES Slic e3 Slic e4

160

CONCLUSIONAs seen in the above graph 160 workers are satisfied with an increment which is done on periodic basis. While 40 workers are not satisfied with an increment which is done on periodic basis. All the above inferences indicate that employees are of opinion to gradually move out from a traditional exercise. Employees at all levels expect more regarding this. It will help in development of employees.

6. Are you satisfied with the welfare with the welfare facilities being provided in the co.? Tick the satisfaction level.

WELFARE

(iv)

MALE

FEMALE

TOTAL

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FACILITIES V. GOOD GOOD SATISFACTORY NOT SATISFACTORY 30 25 40 0 35 28 42 0 65 53 82 0

90 80 70 60 50 40 30 20 10 0 V-GOOD GOOD SATISFY NOT SATISFY

MALE FEMALE TOTAL

CONCLUSIONAs seen in the above graph, as regard to welfare facilities used in the co. 12 workers says that welfare facilities used is very good. 14 workers says that welfare facilities used is good. And 2 workers says that welfare facilities used is satisfactory. So we can conclude that majority of workers are satisfied with welfare facilities used & some others are very much satisfied with welfare facilities used in the co. & no one is seen unsatisfied with the technology.

7. Do you participate in the process of management?

Yes =

118

52

No =

82

82
NO YES

118

Slic e3 Slic e4

CONCLUSIONAs seen in the above graph 118 workers participate in the process of management while the 82 workers do not participate in the process of management All the above inferences indicate that employees are of opinion to gradually move out from a traditional exercise. Employees at all levels expect more regarding this. It will help in development of employees.

8. Are the training programs organised by the company are good or effective?

Yes

125
53

No

85

NO, 85
NO

YES, 125

YES

CONCLUSIONAs seen in the above graph 125 workers agreed that training programme are organized by the company are effective while 85 workers disagreed this statement that training programme are organized by the company are effective. All the above inferences indicate that employees are of opinion to arrange more and need based training programmes for all the categories of employees so that they can enhance their skills in that area.

9. What rating you give to these training programmes?

TRAINING PROGRAMMES POOR AVERAGE 0 35 MALE FEMALE 0 38 TOTAL 0 73

54

GOOD EXCELLENT

30 35

32 30

62 65

80 70 60 50 40 30 20 10 0 POOR AVERAGE GOOD EXCELLENT MALE FEMALE TOTAL

CONCLUSION As seen in the above graph, rating of training programmes organized in the co. 73 workers say that training programmes organized in the company are average. 62 workers say that training programmes organized in the company are good. And 65 workers say that training programmes organized in the co. are excellent. So we can conclude that majority of workers are satisfied & some others are very much satisfied & no one is seen unsatisfied with the technology.

10. What type of Relation you have with Mgt. & Co-workers?
TRAINING PROGRAMMES V-GOOD GOOD (v) 50 40 MALE FEMALE 55 42 TOTAL 105 82

55

SATISFACTORY NOT-SATISFACTORY

10 0

3 0

13 0

120 100 80 60 40 20 0 V-GOOD SATISFACATORY 50 40 10 MALE FEMALE TOTAL 0

CONCLUSIONAs stated in above table, relations of workers with their management & co-workers are 50 male workers & 55 female workers talks of very good relations & 40 male workers & 42 female workers talks of good relations. 10 male workers & 3 female worker talks of satisfactory relations. Nobody talks of dissatisfactory relations. So we can say that cos mgt. has maintained good relations with their employees.

11. What type of communication is present in your company? Formal Informal = = 58 142
56

29%

71%
INFORMAL FORMAL

CONCLUSIONAs stated in above graph, type of communication present in company. 71% workers talks of informal communication present in the organization and 29% workers talks of formal communication present in the organization. So we can say that cos mgt. has partially both type of communication (formal as well as informal).

12. Are you satisfied with your job profile?

Yes No.

= =

168 32

57

16%

84%
YES NO

CONCLUSIONAs it is clear from the above graph that in company. 168 workers or 84% workers are satisfied with their job profile present in the organization and only 32 or 16% says that they are not satisfied with their job profile present in the organization. It is concluded from the above inferences that employees as a whole view are satisfied with their job profile present in an organization.

13. INCENTIVES EXPECTED BY EMPLOYEES

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INCENTIVES

MALE %
i)

FEMALE % 12 11 16 14 4 21 7 12 11 16 14 4 21 7 NN

TOTAL a. N 20 23 33 32 9 46 12 % 10 11.5 16.5 16 4.5 23 6

SPECIAL PERFORMANCE TRAVELLING ALLOWANCE SALARY INCREMENTS PRODUCTION INCENTIVES ATTENDENCE INCENTIVES PROMOTIONS LEAVE TRAVELLING ALLOWANCE OVER TIME PAYMENT

8 12 17 18 5 25 5

8 12 17 18 5 25 5

10

10

15

15

25

12.5

Here N = No. of employees.

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5%

10%

8%

12%

25% 5%
SPECIAL PERFORMANCE SALARY INCREMENT ATTENDANCE INCE. LEAVE TRAVELLING ALLOWANCE

17% 18%
TRAVELLING ALLOWANCE PRODUCTION INCENTIVES PROMOTION OVERTIME PAYMENT

CONCLUSIONAs stated in table above, the data clearly shows that workers expect from their co. several from of incentives are expected by different percent of employees.

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14. ATTITUDE OF EMPLOYEES TOWARDS THE CO. POSITIVE NEGATIVE 198 2

1%

99%

POSITIVE NEGATIVE

CONCLUSIONSo we can see that a majority of workers are having positive attitude towards the co. When they are asked whether to leave the co. they said no. 909% employees dont want to leave the co. It shows their devotion towards the co. Only 1% of employees are ready to leave the co. So by this its proved that how much workers are attached to their co.

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15. WHICH MOTIVATING FACTORS YOU PREFER MOST IN

THE CO.?

i. MONEY

FACTORS

MALE 60 20 12 4 2

FEMALE 68 17 9 3 2 1

TOTAL 128 37 21 7 4 3

JOB SATISFACTION SELF-ESTEEM SELF-COOPERATION PARTICIPATION IN MGT.

COOPERATION FROM SUPERIORS 2

12%

4% 2% 2%

20%
MONEY SELF-ESTEEM COOPERATION OF SUPERIORS JOB SATISFACTION SELF-COOPERATION PARTICIPATION IN MGT.

60%

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CONCLUSIONAs we have seen in the above graph as regard to motivating factor of employees of the co., 60 male workers & 68 female workers i.e. (64%) takes money as their motivating factor. 20 male workers & 17 female workers i.e. (18.5%) takes job satisfaction as their motivating factor. 12 male worker i.e. & 9 female worker i.e. (10.5%) takes self-esteem as their motivating factor. So we can conclude that it will not be correct to say that all workers work for money only. Infact, workers also work for job satisfaction, self-esteem, self-actualization & cooperation from mgt. So this proofs that co. has hold good command on motivating their employees.

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FINDINGS
After conducting the study, analyses have been made & the results are being interpreted there off. Now after all of the study, observation & personally made queries some findings are given hereunder:1. Employees are hard-working. 2. Employees are cooperative. 3. Employees are punctual. 4. Working conditions are good & more satisfactory for employees. 5. It is strange but 53% of workers are satisfied with salary. 6. Technology being used is latest & updated as founded by personal sources & interview conducted. 7. Mgt. relations with workers are very good & healthy. There is no union in this company. 8. When we talk of motivating factor, 64 % go for money 18.5 % go for job satisfaction 10.5% go for self-actualization 2 % go for cooperation from superiors. 9. When asked for their expectations from workers, they expect some incentives as followso o o o o Special performance incentives Traveling allowance Salary increments Production incentives Promotion & many 10. Workers and JMC & SMC, every body are highly attached to the co. They do not want to leave the co. at any cost.

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RECOMMENDATIONS
The recommendations outlined are offered as a practical guide for implementation and a starting point for additional experimentation. Each recommendation may not be practical in all settings; but taken together, they can help make formal performance reviews more effective for the organization and more beneficial for employees. The challenge is to reinvent the motivational factors to encourage employees to develop relevant skills and to guide employee performance towards the achievement of critical organizational objectives. As it had been discussed earlier in findings, co. is going perfect in its procedures, technology, working conditions, job satisfaction among employees, but still it need to develop in some fields as to some important matters. The following suggestions may be put forward in respect to the motivational factors for employees being followed in IHG GROUP. Environment need to be developed & improved a lot, as regard to cleanliness, humidity, temperature control for low level workers. Etc. Cos policies need to be refined & worked on again. Their strategies & practices need to be re-planned & implemented. It needs to develop more professionalism. So, there should be more professionalism in the co. Social security of workers should be considered as one of the important & necessary point to take care. The Perceive fairness of the process used to determine the distribution of rewards.

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