1.

According to McCormick and Tifflin (1979), motivation can be either intrinsic or

extrinsic. Intrinsic motivation stems from motivations that are inherent in the job itself
and which the individual enjoys as a result of successfully completing the task or
attaining his goals. While extrinsic motivations are those that are external to the task of
the job, such as pay, work condition, fringe benefits, security, promotion, contract of
service, the work environment and conditions of work. Such tangible motivations are
often determined at the organizational level, and may be largely outside the control of
individual managers. Intrinsic motivation on the other hand are those rewards that can be
termed “psychological motivations” and examples are opportunity to use one’s ability, a
sense of challenge and achievement, receiving appreciation, positive recognition, and
being treated in a caring and considerate manner.
2. According to Dessler (1980) motivation is both one of the simplest and most complex of
management jobs. It is simple because people are basically motivated or driven to behave
in a way which will lead to rewards.
3. Daschler and Ninemeier (1984) said “Motivation is a state or force within an individual
that makes the employee act in a way designed to achieve some goal. Taking this broad
definition and putting it into the context of supervision, motivation is what the supervisor
does to encourage and influence other people to take necessary action”.
4. Kovach (1987) stated that motivation is the force within a person that makes him/her act
in a certain way to achieve some goal. Motivation is, in fact, an internally generated
forces or drive within the individual which provides an incentive for the employee to act.
40 Research suggests that as employees' income increases, money becomes less of a
motivator and as employees get older, interesting work becomes more of a motivator. The
changing view of organizational rewards and employee motivation has led to a multitude
of theories of exactly how the job rewards influence the motivation and performance of
employees.
5. Steers (1987) stated that “a comprehensive theory of motivation at work must address
itself to at least three important sets of variables which constitute the work situation” i.e.
the characteristics of the individual, the characteristics of the job and the characteristics
of the work environment. Steers points out that, at present, no model exists that accounts
for variables from each of the three major areas.
6. According to Drummond (1990) motivation is in the individual and helps to explain
behavior. Motivation is an intricate inside process with three components: what drives the
 individual to behave in certain ways, what steers the behavior, and what maintains the
behavior.
7. Bong (1996) generally, motivation models may be classed as belonging to one of two
theoretical orientation groups – cognitive models and social-cognitive models. Cognitive
models of motivation “place greater weight on understanding learners’ covert thought
processes, often overlooking the impact of social and contextual variables” i.e. they focus
on the individual characteristics at the expense of the job and work environment
characteristics.
8. An intrinsically motivated individual, according to Ajila (1997) will be committed to his
work to the extent to which the job inherently contains tasks that are rewarding to him or
her. An extrinsically motivated person will be committed to the extent that he can gain or
receive external rewards for his or her job. He further suggested that for an individual to
be motivated in a work situation there must be a need, which the individual would have
to perceive a possibility of satisfying through some reward. If the reward is intrinsic to
the job, such desire or motivation is intrinsic
9. Motivated employees are more productive. Kreitner (1995), Bedeian &Linder (1995),
Higgins (1994) all cited in Linder (1998) defined motivation as “the psychological
process that gives behavior purpose and direction, a predisposition to behave in a
purposive manner to achieve specific unmet needs, an unsatisfied need that will to
achieve respectively. The assumption that certain activities provide their own inherent
reward raises the question of how external rewards will affect people’s intrinsic
motivation for these activities Deci, Koestner and Ryan (1999).
10. To be effective, managers need to understand what motivates employees within the
context of the roles they perform. Of all the functions a manager performs, motivating
employees is arguably the most complex. Motivation is probably one of the most
important human resource management responsibilities Jerris (1999).
11. Considerable research has been conducted regarding the definition of motivation. The
amount of effort people are willing to put in their work depends on the degree to which
they feel their motivational needs will be satisfied. On the other hand, individuals become
de-motivated if they feel something in the organization prevents them from attaining
good outcomes. It can be observed from the above definitions that, motivation in general,
is more or less basically concern with factors or events that moves, leads, and drives
 certain human action or Inaction over a given period of time given the prevailing
conditions.
12. Young (2001) suggests that motivation can be defined in a variety of ways, depending on
who you ask. Ask someone on the street, you may get a response like “it’s what drives
us” or “it’s what makes us do the things we do.” Therefore motivation is the force within
an individual that account for the level, direction, and persistence of effort expended at
work.” It is important to note, however, that Frey uses the term external intervention.
13. According to Frey, intrinsic motivation is not only influenced by external rewards but
also by regulations and commands. In Frey’s definition, intrinsic motivation has
‘acquired the meaning of being motivated to do something without being forced by
commands and without being paid to do it’. In order to be able to understand how
changes in organizations may affect employee performance it is of great importance to
understand the effects that changes in the organization may have on employee
motivation. While employees might be able to perform a certain job, if they aren’t willing
to give their utmost while doing this, employee performance will be low. Employee
motivation, therefore, is an important determinant of performance at the workplace
14. Houkes (2001). The concept of employee motivation has been the subject of study in
many different disciplines. However, within each discipline different theories prevail
about what motivates people to go to work each day and how these motivations can be
affected by changing the rewards of working. While economic theory attributes changes
in behaviour to changes in relative prices, psychology generally focuses on people’s
preferences Frey et al (2001).
15. The term motivation is derived from the Latin term ‘movere’, which means ‘to move’
Baron, Henley, McGibbon & McCarthy (2002). Moreover, the research performed so far
is primarily based on activities for which people typically don’t expect to be paid, such as
puzzle solving or volunteer work. In situations in which people do expect to receive a
financial reward, external interventions may have a different or no impact on intrinsic
motivation. Because financial rewards are typically expected in economic contexts,
additional research is needed to make the point that in the context of paid work external
interventions may affect the intrinsic motivation of employees also. The extrinsic and
intrinsic rewards employees derive from their job as well as the productivity of these
 rewards therefore influence the level of well-being and thus the level of extrinsic and
intrinsic motivation employee’s display within their job

16. Greenberg et al (2003) defines motivation as ‘the set of processes that arouse, direct, and
maintain human behavior towards attaining some goal”. Bassett-Jones &Lloyd (2005)
presents those two views of human nature underlay early research into employee
motivation. The first view focuses on Taylors, which viewed people as basically “lazy
and work –shy” and thus held that these set of employees can only be motivated by
external stimulation. The second view was based on Hawthorn findings, which held the
view that employees are motivated to work well for “its own sake” as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated
17. Ramlall and Sunil (2004) provided a synthesis of employee motivation theories and
offered an explanation of how employee motivation affects employee retention and other
behaviors within the organizations. The research also explained how effective employee
retention practices can be 20 explained through motivation theories and how these efforts
serve as a strategy in increasing organizational performance.
18. Chris Smith Selby et al (2004) indicated that from on-going research on labor-
management relations in transnational companies, the issue of labor turnover and the
management of labor retention .The study contextualizes management decision-making
with regard to labor turnover through a political economy and firm-level analysis. At the
macro-level the study highlights a shift from using wages and strong internal labor
markets as labor retention mechanisms, towards an inter-firm collusion on wages, no
poaching and union-avoidance.
19. Mullich and Joe (2005) reported on the human resource strategies employed to retain
employees and reduce training cost. It is found that establishment of employee
engagement teams plays a important role in employee retention.
20. Ward Whitt (2005) indicated that a mathematical model is developed to help analyze the
benefit in contact-center performance obtained from increasing employee retention,
which is in turn obtained by increasing agent job satisfaction. The model describes the
consequences of such changes on the long-run average staff experience and the long-run
average performance. Tadwalkar Sunil and Sen Manjira (2005) expressed that
 organizations have two choices when it comes to employee retention programs in the face
of bankruptcy. They can do the right thing with fair and equitable, carefully planned and
well communicated retention program. Specifically, organizations should consider the
following when contemplating such a plan: who is most critical to the organization; what
will get past the creditors and the judge; the employee performance and strategy linkage;
public opinion and employee support.
21. Glen and Clayton (2006) examined effective, practical and holistic people strategies that
address key skills retention, employee engagement, employee motivation and attendance
gaps, with a view to positively impact organization costs, productivity and business
performance. The result of the study revealed that workplace context is important to take
a holistic view of the key elements of the business most likely to impact team
engagement, motivation, attendance and retention, link individual assessment directly to
the key drivers of the business, and recognize that key talent is likely to thrive on
experience-based career leverage opportunities.
22. Becki Murphy et al (2006) investigated the nature and extent of employee retention and
turnover. The research suggested that proper cause and effect process will produce a
desired path to change. It was determined how one type of organization could contain
employee turnover by using the logic of Goldratt’s thinking process. Lloyd Taylor et al
(2006) indicated the nature and extent of employee retention and turnover for
metropolitan police and fire departments. In order to maximize the system production, the
weakest link must be improved and all other links in the processes regulated to the speed
of the weakest link. The findings of the study suggested that a proper cause and effect
process will produce a desired path to change. It was determined how one type of
organization could contain employee turnover by using the logic of Goldratt’s thinking
process.
23. Clapp and Bruce (2007) discussed the steps to be taken at one's bank to remove the
“mystery” associated with retention and attrition. The result showed the necessity to
create retention actions based upon positions within the organizations.
24. Hoffman and Michael (2007) discussed the implications of effective leadership to
employee retention in the hotel industry. The study states that hotel owners should aim to
be effective managers because they could help hire and retain the best employees.
25. Hokanson Cynthia et al (2007) investigated the importance of knowledge management in
young employees on mitigating the loss of knowledge resulting from the attrition of
 younger generation employees. The study believes that companies need to invest in
younger generation and also to find ways of earning their loyalty to stay with the
company.
26. . Sen Gupta Santoshi and Gupta Aayushi (2008) identified the main causal agents
responsible for high attrition in the BPO industry. They argued that there is a vicious
circle of attrition because 'Low Perceived Value' drives the employees to quit which
further lowers the Perceived Value.
27. Nolan and Sara (2008) in their research study on current trends in talent management,
emphasized critical recognition as one of the main topics for developing and retaining the
best employees and enabling organizations.
28. Punia et al (2008) investigated the influence of procurement practices on employees'
retention intentions in the Indian IT industry, the influence of organizational procurement
practices on employee retention intentions on the basis of personal and positional
variables of employees and also examined the variations in the corporate perception on
the procurement practices as a retention tool for IT Personnel.
29. Richmann Amy et al (2008) examined the relationship of perceived workplace flexibility
and supportive work-life policies to employee engagement and expectations to remain
with the organization (expected retention). The results revealed that perceived flexibility
and supportive worklife policies were related to greater employee engagement and longer
than expected retention.
30. Hughes et al (2008) clarified what is meant by talent management and why it is important
(particularly with respect to its affect on employee recruitment, retention and
engagement), as well as to identify factors that are critical to its effective implementation.
The study suggested that organizations interested in implementing a talent management
and employment retention strategy would be well advised to: define what is meant by
talent management, ensure CEO commitment, align talent management with the strategic
goals of the organization, establish talent assessment, data management and analysis
systems; ensure clear line management accountability; and conduct an audit of all HRM
practices in relation to evidence-based best practices.
31. Jaya Prakash (2009) in his report on CEO attrition in Indian firms explained that the CEO
poaching was a result of the return of Indians from overseas with higher experiences and
lower costs.
32. Nancherla Aparna (2009) discussed the high turnover rate of employees in companies in
India. The study surveyed employees from industries including business process
outsourcing, information technology, engineering and manufacturing. The research found
that most employees feel that their immediate supervisors are unable to offer adequate
support and development and considered this as important reasoning quitting the
organization.
33. De vos Ans and Meganck Annelies (2009) explored HR managers' and employees' views
on the factors affecting employee retention using the perspective of the psychological
contract. The survey indicated that retention practices focus more on the factors believed
to cause employee turnover (career opportunities and financial rewards) than on those
believed to affect employee retention (social atmosphere, job content, work-life balance
34. Eva Kyndt et al (2009) focused on the organizational and personal factors that influence
employee retention. The study found that a large positive contribution of appreciation and
stimulation of the employee to employee retention.
35. . Combs Gwendolyn et al (2010) examined the relationship between Indian service
workers' hope and their performance outcomes in managing BPO service workers in
India. The results highlighted importance of measuring and managing employee hope to
maximize employee productivity 33 and performance and to effectively combat
employee problems such as attrition, stress, and burnout that have plagued the BPO
industry.
36. Spurgin Ralph et al (2010) discussed the role of a leader in improving employee’s job
satisfaction in an organization in the six disciplines of management. The dimensions are:
Leadership, Culture/climate, Developing people, Planning, Organizing, Controlling; Four
kinds of organization cultures, Stages of organizational growth, Development of red tape,
and Collaborations in organizations.
37. Rizwan Danish (2010) suggested that the Human Resources are the most important
among all the resources an organization owns, and to retain efficient and experienced
workforce in an organization is very crucial in overall performance of an organization.
The results showed that different dimensions of work motivation and satisfaction are
significantly correlated. It also displayed that reward and recognition have great impact
on the motivation of the employees and their intention to stay with the organization.
38. . Furtado Luis Carlos do Rego et al (2011) aimed to identify nurse managers' leadership
behaviors and to determine if they had a direct impact on turnover or career abandonment
 intention among nurses. The study identified that the most expressive leadership styles
were persuading and sharing, which helps in employee retention.
39. Sohail et al (2011) elaborated the retention of employees its benefits and factors that may
help to retain the best talent of the organization. The result proved that there is a
significant relationship between career path and employee retention.
40. Jonathan Doh et al (2011) found that responsible leadership and the employee
perceptions of the support they receive from managers, the HR practices, and corporate
socially responsible actions may be an overarching construct that connects them to the
organization and in employee retention.
41. Maureen Hannay and Melissa Northam (2012) observed that the practical concern of
most employers is, preventing, what can be termed, dysfunctional turnover.
Dysfunctional turnover occurs when the best employees move on to new organizations;
while the company’s worst employees stay on with the employer.
42. Seok Eun Kim and Jung Wook Lee (2012) indicated that Nonprofit organizations have
been known as mission-driven entities, in which people are attracted by their passion for
the mission and remain there to accomplish it. This study tested the traditional
assumption of mission orientation among nonprofit employees by replicating Brown and
Yoshioka’s research on the role of mission attachment as a factor in nonprofit employee
retention. The results of the hierarchical regression analysis are generally consistent with
Brown and Yoshioka:
43. Narendra Agrawal et al (2012) in the research on Managing Growth and Human
Resource Management challenges facing the Indian software industry, identified several
challenges such as managing human resources in globally distributed team, shortage of
software professionals having sufficient knowledge and competencies, low-skilled nature
of the work, lack of welldeveloped HR systems and processes, high employee turnover,
lack of worklife balance, and the problems associated with the use of contract employees
as some of the factors affecting employee retention.
44. Supachok Wiriyakosol et al (2012) investigated how leadership roles are related to
employees retaining practice in the research article on Leadership roles on Employee
retaining practices in Non Government organizations. The results found managers’
leadership skills played important roles in the employees’ retention in addition to other
job satisfaction factors in most organizations.
 45. James Mathew and Leena Lissy (2012) made an attempt to understand the impact of
Retention Strategies on Employee Turnover in IT sector in India. The research reveals
that variables such as Welfare Benefits, Personal Satisfaction and Organizational Culture,
which are said to be positively associated with the Employee Turnover
46. . Kim and Soonhee (2012) analyzed the impact of human resource management on state
government IT employee turnover intentions. The result show that promotion and
advancement opportunities, training and development, supervisory communications, pay
and reward satisfaction, and family-friendly policies are all significant variables affecting
turnover intentions, and suggested that executive leaders, managers of IT departments,
and human resource managers need to acknowledge these factors when addressing the
issues of employee voluntary turnover and turnover intentions.

REFERENCE

BIBLIOGRAPHY BOOKS AND PERODICALS :

1. Organization behavior by -STEPHANS ROBINSON

2. Human resource management by -ASHWATHAPA
3. Research methodology by -C.R. KOTHARI
4. Research methodology by- S. THANULINGUM
5. Human resource management by -LUTHANS
6. Strategic Human Resource Management – KENNETH A KOVACH
7. Organizational Behavior – SHASHI K GUPTA
8. Desire and Motivation in Indian Philosophy – CHRISTOPHER G FRAMARIN

WEB SITES VISITED

www.goolge.com
www.bhel.com

www.motivation.com.

http://www.managementhelp.org/email/form-to-add-content.htm

http://en.wikipedia.org/wiki/steam.