Motivation and Leadership Effect on Job Performance
SYNOPSIS ON
A Study of MOTIVATION AND LEADERSHIP STRATEGIES working as a tool for job performance.
Submitted to the DAVV University, Indore in partial fulfillment of the requirements of the award of the degree of
Master’s of Business Administration
2012-2013
MEDI-CAPS INSTITUTE OF TECHNOLOGY
&
MANAGEMENT
A.B.Road, Pigdamber, Rau
Indore - 453331
Phone No.: 0731-4259500, 2856294
Fax: 0731-4259501
E-mail: info@medicaps-institute.ac.in
SUBMITTED BY
Vrishali Tikalkar
Section X UNDER THE GUIDANCE OF Professor.Snjeevni Gangwani MITM
Table of Contents
1. TITLE 2. INTRODUCTION (CONCEPTUAL FRAMEWORK) 3. REVIEW OF LITERATURE 4. RATIONALE BEHIND THE STUDY 5. RESEARCH METHODOLOGY a) Objectives b) Hypothesis c) Sample plan d) Tools of data collection e) Tools of data analysis 6. LIMITATIONS OF STUDY 7. DIRECTION OF FUTURE RESEARCH 8. EXPECTED COUNTRIBUTION FROM STUDY 9. BIBLIOGRAPHY
Introduction
Leadership and motivation traditionally play a very important role in the functioning of organizations. Nowadays, the role of leadership and motivation increases even more significantly because of the growing competition and the increasing significance of human resources for the progress of organizations. In fact, it should be pointed out that leadership and motivation are closely entangled concepts which constitute an important part of the success of an organization. It is obvious that the effective leadership and motivation can contribute to the progress of an organization, while poor leadership and the lack of motivation can weaken the normal functioning of an organization and lead to the crisis within an organization that will naturally affects its performance. In this respect, it is important to
A Study of MOTIVATION AND LEADERSHIP STRATEGIES working as a tool for job performance.
Submitted to the DAVV University, Indore in partial fulfillment of the requirements of the award of the degree of
Master’s of Business Administration
2012-2013
MEDI-CAPS INSTITUTE OF TECHNOLOGY
&
MANAGEMENT
A.B.Road, Pigdamber, Rau
Indore - 453331
Phone No.: 0731-4259500, 2856294
Fax: 0731-4259501
E-mail: info@medicaps-institute.ac.in
SUBMITTED BY
Vrishali Tikalkar
Section X UNDER THE GUIDANCE OF Professor.Snjeevni Gangwani MITM
Table of Contents
1. TITLE 2. INTRODUCTION (CONCEPTUAL FRAMEWORK) 3. REVIEW OF LITERATURE 4. RATIONALE BEHIND THE STUDY 5. RESEARCH METHODOLOGY a) Objectives b) Hypothesis c) Sample plan d) Tools of data collection e) Tools of data analysis 6. LIMITATIONS OF STUDY 7. DIRECTION OF FUTURE RESEARCH 8. EXPECTED COUNTRIBUTION FROM STUDY 9. BIBLIOGRAPHY
Introduction
Leadership and motivation traditionally play a very important role in the functioning of organizations. Nowadays, the role of leadership and motivation increases even more significantly because of the growing competition and the increasing significance of human resources for the progress of organizations. In fact, it should be pointed out that leadership and motivation are closely entangled concepts which constitute an important part of the success of an organization. It is obvious that the effective leadership and motivation can contribute to the progress of an organization, while poor leadership and the lack of motivation can weaken the normal functioning of an organization and lead to the crisis within an organization that will naturally affects its performance. In this respect, it is important to
Bibliography: Motivation and Job Performance * The level of performance of employees relies not only on their actual skills but also on the level of motivation each person exhibits (Burney et al., 2007) * Motivation is an inner drive or an external inducement to behave in some particular way, typically a way that will lead to rewards (Dessler, 1978). * Over-achieving, talented employees are the driving force of all firms so it is essential that organizations try hard to motivate and hold on to the best employees (Harrington, 2003). * Deci and Ryan (2001), in collaboration with two of their colleagues, conducted a study to examine the effects of performance-contingent rewards on an employee 's intrinsic motivation. neglect of this (Maritz, 1995; Ristow, Amos and Staude, 1999).