motivation in company1 (1)

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Contents

Page

Acknowledgement 3

Executive Summary 4

1. INTRODUCTION 5

2. OBJECTIVE OF THE STUDY 6

2.1.Background Of the Organization

2.2.HistoryOf The Organization

2.3.

Objectives of The Organization2.4.Services and Industries Of Organization

2.5.Organization Structure

3. ANALYSIS ON MOTIVATION OF ERNST AND YOUNG 19

4. FINDINGS(KEY ISSUES) 23

5. RECOMMENDATION 26

Appendix 1. Company Data Profiles

Appendix 2. Survey questionnaire 28

List of References 29
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Acknowledgment

I would like to offer my gratitude to the many individuals and organizations that

contributed to this work, on both academic and personal levels. First and foremost, to the

Organization of Ernst and Young, for helping me and enabling my work on Motivation

and also, for supporting my study welcoming me into their incredible organization and

supporting this project every step of the way.

I would also like to express my appreciation to all my friends and family for all their

support over the last two months.

Finally, I would like to offer a special thanks to Ernst and Young all employees of Ernst

and Young who helped me, without their enthusiasm, dedication, and willingness to

supply details tirelessly to complete this study.

E. Jayabuddhi Gnanathilaka

CCHRM,

09/SA/04

August 2009


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Executive Summary

This study provided me structure and tips for creating an employee motivation

survey questionnaire, and also the principles of employee motivation and empowerment in

organizations and also the related theories about individual motivation. This

organizational motivation study provided me motivational expert and Practical

applications of motivation

It gave knowledge free leadership test which can be used to test our own leadership

ability, and also as a questionnaire/survey to assess leadership and motivation ability and

effectiveness among managers and supervisors

Employee motivation questionnaires

Questionnaire is usually very helpful in establishing whether staff in a company is

motivated and therefore performing to best effect. Aside from the information that

questionnaires reveal, the process of involving and consulting with staff is hugely

beneficial and motivational in its own right. Whilst my study will be unique to company,

staff issues, industry and culture, some useful generic guidelines apply to most situations.

Although not exhaustive, this study may me cover the relevant subject areas and help

towards establishing facts rather than making assumptions about motivation when

designing own questionnaires on employee motivation.

Finally, I Would Like To Say This Study Was an Ideal Experience for My Career

Development in Field Of Human Resources Management
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CHAPTER ONE

INTRODUCTION

The word motivation describes the drives that compel an individual to take action. I call

motivation the visible intersection of reason, emotion, and will. The root of

motivation is motive. A motive is a conscious or sub-conscious reason why for

taking an action. Motives are intentions to act formed from unique internal desires.

Peeling back the layers further, we find the word emotion. Emotion encompasses two

root words, energy and motion. Emotion is energy that gets us into motion. Fear,

hope, serenity, and angst are a few of the labels we give to the colorful spectrum of

feelings that jostle for our attention.

According to decades of research, people get motivated to act when they perceive the

attractive benefits of a choice outweigh the fear of negative consequences.

Psychologists observe that our primary human drives are competence, acceptance, and

autonomy. Every one of us has a deep, compelling need to feel OK about ourselves and

our world. We want to feel safe, that we belong, and have at least some control over the

world around us. Each day our environment presents us with a smorgasbord of choices.

We can get up or stay in bed. We can eat breakfast or watch TV. We can make calls or

surf the internet. We are continually choosing what to do, or not do, based on a highly

individualized internal guidance system that sorts out our choices according to what fits

our view of who we are and how the world ought to work.

We are attracted to those choices that enhance our sense of who we are. Possibilities that

threaten our view of the world make us feel vulnerable and unsafe.

Motivated people apply reason to arbitrate their choices. While they acknowledge their

emotions towards various options, they also use reason and will to look beyond initial

impressions. For example, our gut reaction to a new choice sometimes tells us, Warning,

unsafe, but our reason says, Thats just unfamiliar. Highly motivated people rise above

animal instinct to exercise free will, even when doing so takes them outside of their

comfort zone. Over time, motivated individuals become more and more effective at

interacting with the world around them.


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CHAPTER TWO

OBJECTIVES OF THE STUDY

1. To examine a Employee Motivation from a theoretical stand point

2. The fundamental and principles of Employee Motivation discussed in the class

room are to be placed in the context of a real life organizational setting.

The major focus of this study will be on understanding employee motivation in

organizational settings. Emphasis will be on attempting to understand the causes and

consequences of human behavior in organizations. such as,

1. How the individual is affected by and affects the structure of the organization?

2. How reward structures and leadership processes are related to organizational goals

3. how all of these and other factors impact on managerial effectiveness in the

organization.

This study is, designed to touch on a variety of areas and topics relevant to the employee

motivation in organizations. As such, the coverage of these topics will not be in great

depth. Advanced elective work in these areas is available for the interested persons

Specific Objectives include:

1. Understanding and application of employee motivation concepts - as demonstrated by

class discussions, problem sets, and exams

2. Understanding of interpersonal and team interaction - as demonstrated by experiential

exercises, and classroom interactions

3. Organizational analysis and motivation strategies - as demonstrated by case analyses

and literature

4. Application of technology in study and problem solving - as demonstrated by the use of

Internet, electronic classroom, electronic submission of written work, email.


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CHAPTER THREE

METHODOLOGY OF THE STUDY

1. Before the study

a. Research the company

b. Learn resume or application

c. Familiar with the position description

d. Prepare some answers or example

e. Think of a few questions to ask

f. Plan travel time

g. Bring original documents

2. Methods of study

a. Interview Method

b. Questionnaire method

c. Observation Method

d. On line Information

3. On The Study

a. Questions about resume

b. Work experience

c. Extra-curricular involvement

d. Motivationwhy do you want the job?

e. Goalswhere do you see yourself in 5 years?

f. Find a relevant example for the question

g. Use a variety of examples

h. Prepare examples beforehand


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CHAPTER FOUR

REVIEW OF LITERATURE

Motivation example 1 - 'no-one is like me'

Since the 1980's, research has shown that although we know that we are motivated by

meaningful and satisfying work (which is supported by Herzberg's timeless theory on the

subject, and virtually all sensible research ever since), we assume others are motivated

mainly by financial rewards. Numerous surveys show that most people are motivated by

intrinsic factors, and in this respect we are mostly all the same. Leaders must recognize

that people are different only in so far as the different particular 'intrinsic' factor(s) which

motivate each person, but in so far as we are all motivated by 'intrinsic' factors, we are allthe same.

Motivation example 2 - 'people don't listen to me'

.Each of us has qualities that can be adapted to a leadership role and/or to achieve great

success. Instead of acting the way we think others expect us to, we are more likely to get

others behind us and to succeed if we tap in to our natural, authentic style of leadership

and making things happen. The leader has a responsibility to facilitate this process.

Motivation example 3 - 'some people can't be motivated'

While it's true that not everyone has the same motivational triggers, as already shown, the

belief that some people cannot be motivated is what can lead to the unedifying 'pep-talk

and sack them' cycle favored by manyX-Theory managers..

The reality is that motivating some individuals does involve an investment of time.'Seeking to understand', as Stephen Covey's 'Seven Habits of Highly Effective People' puts

it, is generally a better first step than 'seeking to be understood. Its easier to help

someone when you see things from their point of view.

Motivation example 4 - 'if they leave I've failed'

Help individual employees to tap in to their true motivators and understand their core

values. Katherine Benziger's methodologies are rooted in this philosophy: Employees who
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'falsify type' are unhappy, stressed, and are unable to sustain good performance. Effort

should be focused on helping people to align company goals with individual aspirations.

Adam's Equity Theory help to understand the complexity of personal motivation and

goals alignment. True leaders care about the other person's interests - not just your own

interests and the interests of your organization.

Motivation example 5 - 'people will rise to tough challenges'

Many managers hope to motivate by setting their people challenging targets. They believe

that raising the bar higher and higher is what motivates. But this is the KITA style of

motivation. It doesn't really acknowledge a dedication to the job or a sense of pride. Its

leverage or 'motivation' is simply a lack of choice. Job enlargement is different to Jobenhancement. Herzberg's research shows that improving the 'meaningfulness' of a job (see

also motivation example 7) has the motivational impact, not simply increasing the amount

of pressure or volume of the tasks. Achievement for achievement's sake is no basis for

motivation - a person's quality of life must benefit too.

Motivation example 6 - 'this type of motivation takes too much time'

It is true that this style of leadership, sustainable motivation, commitment and focus is in

the beginning more time consuming than 'KITA' methods; this is bound to be, since KITA

methods require far less thought. Herzberg was not alone in identifying that leaders need

invest in the development of their teams, and also of their own successors. See also the

principles of theTannenbaum and Schmidt Continuum.Douglas McGregor's X-Y Theory

is pretty central to all this too. So is Maslow's Hierarchy of Needs, from the individual

growth perspective. Hersey's and Blanchard'sSituation Leadership modelalso illustrates

clearly how important team development is for leaders and organizations. And see also

Bruce Tuckman's 'Forming, Storming, Norming, Performing' model. All of these

renowned theories clearly demonstrate the need for teams, and the individuals within

them, to be positively led and developed
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CHAPTR FIVE

ERNST AND YOUNG

5.1 Background Of The Organization

Ernst & Young is one of the largest professional services firms in the world and one of

the Big Four auditors, along with PricewaterhouseCoopers (PwC), Deloitte Touche

Tohmatsu (Deloitte) and KPMG. According to Forbes Magazine, as of year 2007 it is also

the 7th largest private company in US. Ernst & Young is a global organization consisting

of many member firms. It is based at London, UK and the US firm is headquartered at 5

Times Square, New York, NY.

TypeMember firms have different legal structures, USA and UK:

Limited Liability Partnership

Founded 1989; individual components from1849

HeadquartersLondon,England(Global) &New York City,United States

(National)

Key people Jim S. Turley, Global Chairman and CEO

Industry Professional services

Services

Audit

Tax

Financial advisory

Revenue $21.1 billionUSD(2007)

Employees 130,000(Global)

DivisionsAABS, Tax, TAS

(See below)

Website www.ey.com
http://en.wikipedia.org/wiki/Professional_serviceshttp://en.wikipedia.org/wiki/Big_Four_auditorshttp://en.wikipedia.org/wiki/PricewaterhouseCoopershttp://en.wikipedia.org/wiki/Deloitte_Touche_Tohmatsuhttp://en.wikipedia.org/wiki/Deloitte_Touche_Tohmatsuhttp://en.wikipedia.org/wiki/KPMGhttp://en.wikipedia.org/wiki/Forbeshttp://en.wikipedia.org/wiki/UShttp://en.wikipedia.org/wiki/Category:Types_of_companieshttp://en.wikipedia.org/wiki/Category:Types_of_companieshttp://en.wikipedia.org/wiki/Limited_liability_partnershiphttp://en.wikipedia.org/wiki/Limited_liability_partnershiphttp://en.wikipedia.org/wiki/1989http://en.wikipedia.org/wiki/1989http://en.wikipedia.org/wiki/1849http://en.wikipedia.org/wiki/1849http://en.wikipedia.org/wiki/1849http://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/Englandhttp://en.wikipedia.org/wiki/Englandhttp://en.wikipedia.org/wiki/Englandhttp://en.wikipedia.org/wiki/New_York_Cityhttp://en.wikipedia.org/wiki/New_York_Cityhttp://en.wikipedia.org/wiki/New_York_Cityhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Professional_serviceshttp://en.wikipedia.org/wiki/Professional_serviceshttp://en.wikipedia.org/wiki/Service_%28economics%29http://en.wikipedia.org/wiki/Service_%28economics%29http://en.wikipedia.org/wiki/Audithttp://en.wikipedia.org/wiki/Audithttp://en.wikipedia.org/wiki/Taxhttp://en.wikipedia.org/wiki/Taxhttp://en.wikipedia.org/wiki/Financial_advisoryhttp://en.wikipedia.org/wiki/Financial_advisoryhttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/2007http://en.wikipedia.org/wiki/2007http://en.wikipedia.org/wiki/2007http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/Orders_of_magnitude_%28numbers%29#105http://en.wikipedia.org/wiki/Orders_of_magnitude_%28numbers%29#105http://en.wikipedia.org/wiki/Division_%28business%29http://en.wikipedia.org/wiki/Division_%28business%29http://en.wikipedia.org/wiki/Ernst_&_Young#Service_lines_and_growth#Service_lines_and_growthhttp://en.wikipedia.org/wiki/Ernst_&_Young#Service_lines_and_growth#Service_lines_and_growthhttp://en.wikipedia.org/wiki/Ernst_&_Young#Service_lines_and_growth#Service_lines_and_growthhttp://en.wikipedia.org/wiki/Websitehttp://en.wikipedia.org/wiki/Websitehttp://www.ey.com/http://www.ey.com/http://www.ey.com/http://en.wikipedia.org/wiki/Websitehttp://en.wikipedia.org/wiki/Ernst_&_Young#Service_lines_and_growth#Service_lines_and_growthhttp://en.wikipedia.org/wiki/Division_%28business%29http://en.wikipedia.org/wiki/Orders_of_magnitude_%28numbers%29#105http://en.wikipedia.org/wiki/Employmenthttp://en.wikipedia.org/wiki/2007http://en.wikipedia.org/wiki/United_States_dollarhttp://en.wikipedia.org/wiki/Revenuehttp://en.wikipedia.org/wiki/Financial_advisoryhttp://en.wikipedia.org/wiki/Taxhttp://en.wikipedia.org/wiki/Audithttp://en.wikipedia.org/wiki/Service_%28economics%29http://en.wikipedia.org/wiki/Professional_serviceshttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/United_Stateshttp://en.wikipedia.org/wiki/New_York_Cityhttp://en.wikipedia.org/wiki/Englandhttp://en.wikipedia.org/wiki/Londonhttp://en.wikipedia.org/wiki/1849http://en.wikipedia.org/wiki/1989http://en.wikipedia.org/wiki/Limited_liability_partnershiphttp://en.wikipedia.org/wiki/Category:Types_of_companieshttp://en.wikipedia.org/wiki/UShttp://en.wikipedia.org/wiki/Forbeshttp://en.wikipedia.org/wiki/KPMGhttp://en.wikipedia.org/wiki/Deloitte_Touche_Tohmatsuhttp://en.wikipedia.org/wiki/Deloitte_Touche_Tohmatsuhttp://en.wikipedia.org/wiki/PricewaterhouseCoopershttp://en.wikipedia.org/wiki/Big_Four_auditorshttp://en.wikipedia.org/wiki/Professional_services


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Ernst & Young is a global leader in assurance, tax, transaction and advisory services. They

aim to have a positive impact on businesses and markets, as well as on society as a whole.

Their 130,000 people are the foundation of their success. They assemble the right multi-

disciplinary team for business, drawing on global network of professionals. Working in a

collaborative style, gain a clear understanding of organization and strive to identify issues

before become problems..

Ernst & Young Sri Lanka is accountancy and professional services firm and a fully

integrated member of Ernst & Young Global. The Sri Lankan practice will celebrate its

centenary in 2007, making it one of the oldest and best-established professional services

organizations in the country.

Ernst & Young Sri Lanka has 13 Partners and over 100 qualified professionals, all

nationals of Sri Lanka, who lead teams specializing in Assurance, Tax and Transaction

Advisory & Risk Advisory. We have a staff of 450 professionals. We have three branch

offices in Sri Lanka and an off-shore branch in the Republic of Maldives.

Ernst & Youngs integrity and professionalism are the cornerstones of success. Their

motto is Quality In Everything they Do and live by it every single day. They work hard to

earn and maintain our clients trust and confidence. Their commitment to being a learning

organization and the investment make in continuous learning ensure that they are at the

cutting edge of developments in the business and service sectors.

Their peoples achievements stand in testimony to their commitment to professionalism,

service and learning. In their 100 years in practice they are proud to have produced

professionals who have reached the highest echelons of the business world both in Sri

Lanka and overseas. They have also produced the largest number of Chartered

Accountants who qualified from a single organization every year for the last four years in

Sri Lanka
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5.2 Historyof the Organization

It has taken the bold leadership and countless contributions of people around the world to

form the leading global organization Ernst & Young is today. Their roots go back to the

19th century and our founder Arthur Young and Alwin C Ernst Arthur Young was born in

Glasgow, Scotland. He graduated in law, but became interested in banking and

investment. In 1890, he moved to the US to pursue his career in accounting. In 1906, he

formed an accounting firm, Arthur Young & Company, with his brother Stanley.

Alwin C Ernst was born in Cleveland, USA. After leaving school he worked as a

bookkeeper. Then, in 1903, he and his brother Theodore started Ernst & Ernst, a small

public accounting firm. Both Arthur Young and AC Ernst were innovators and appreciatedthe importance of quality in their work. Ernst pioneered the idea that accounting

information could be used to make business decisions and make a difference to clients

organizations. He inspired his people to deliver better service to clients. Young also

positioned himself as a business advisor as much as an accountant.

Both men understood the importance of their people. In 1920, Ernst & Ernsts operating

philosophy stated: The success of Ernst & Ernst depends wholly upon the character,

ability and industry of the men and women who make up the organization. Young

supported the development of professionals. In the 1920s he originated a staff school and,

in the 1930s, the firm was the first to recruit from university campuses.

Both firms were also quick to enter the global marketplace. As early as 1924, they allied

with prominent British firms: Young with Broads Paterson & Co and Ernst with Whinney

Smith & Whinney. These alliances were the first of many for both firms, which opened

offices around the world to service their international clients. AC Ernst and Arthur Youngnever met in life, but died within days of each other in 1948. However their philosophies

lived on and, in 1989, were brought together when the firms they started combined to

create Ernst & Young. The new organization quickly positioned itself on the leading edge

of rapid globalization, new business technologies and continuous business change.
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5.3 Objectives of the Organization

Ernst & Young is a global leader in assurance, tax, transaction and advisory

services. Organization aim is to have a positive impact on businesses and markets, as well

as on society as a whole.

Working with Their clients

Their130, 000 people are the foundation of their success. They assemble the right multi-

disciplinary team for business, drawing on global network of professionals. Working in a

collaborative style, they gain a clear understanding of organizations and strive to identify

issues before become problems.

Developing people

They attract talentedpeople from diverse backgrounds. Their emphasis on inclusiveness

matters more than ever today. As business challenges become more complex, they need to

call upon the widest spectrum of views and opinions to address. Their open culture offers

continuous personal and professional development, because when our people grow and

succeed company benefits.

Strengthening communities

They help to improve regulatory regimes and company reporting models. They promote

transparency in financial reporting and use their influence to strengthen global corporate

governance. They encourageentrepreneurship, which leads to growth, jobs and prosperous

communities. And their people share their business skills and knowledge with others in

their communities.

In todays rapidly changing world, having an informed view of tomorrow is vital. Thats

where they come in. Our 130,000 people combine global perspectives and experience with

deep industry knowledge. Knowledge that can help moves business forward with

confidence.

They provide assurance, tax, transaction and advisory services to many of the worlds

leading organizations. They help them manage their risks, grasp opportunities and

achieve their business potential.
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Mission of the Organization - CREATE VALUE AND CONFIDENCE FOR ITS

CLIENTS.

Their Business Assurance services are dedicated to creating confidencewhether

for management, shareholders, customers or other stakeholdersin a way that adds value

to the business. Typical services include:

Vision of the Organization -TO BE RECOGNIZED AS THE BEST IN THE MARKET:

- BEST SERVICE, BEST PEOPLE, BEST CLIENTS, And BEST TEAMS.

EY is more team-based than competitors. Partners have an open door policynew office

all open plan. EY pride them on having a diverse set of people, not clones!

EY characteristics

Integrity, confidence, excellence, open, inclusive, fun, teaming, fast, flexible, innovative,

client centric, making it happen.

Accelerated Career Paths

EY aim is to identify their future leaders and ensure that they have broad commercial

skills and interpersonal and leadership skills.

They also need an understanding of strategic issues.

20% of EY most talented people will be selected each year from those just qualifying.

Those selected enter a national development programmed to give them: -

Improved networking with senior partners

A Common framework of personal development courses.


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5.4 Services And Industries Of The Organization

Assurance

Around the world, the journey to success is governed by increasingly complex and

broadening regulatory requirements and stakeholder demands. Strong independent

assurance provides critical information for investors and other stakeholders, a robust and

clear perspective to audit committees and timely and constructive input to management.

Tax

A successful tax function delivers a strong reporting foundation and sustainable planning

to help the business achieve its growth potential. Company need tax strategies aligned

with business drivers, built on effective compliance and open, transparent reporting. So

they create highly networked teams who can advise on planning, compliance and reporting

and maintaining good relationships with the tax authorities.

Transactions

The right transaction can help business grow, prosper or reinvent itself. They offer

integrated, objective advisory services that are designed to help evaluate opportunities

execute transactions more efficiently and achieve strategic goals.

Advisory

Todays achievement is tomorrows expectation. But as targets increase, so do risks. We

help your business to make and sustain improvements, while responding more quickly to

change.

High quality Assurance and Advisory business services-To realize its full potential,

every business must deal effectively with the three fundamental challenges of risk,

performance and assurance

To realize its full potential, every business must deal effectively with the three

fundamental challenges of risk, performance and assurance. Without assessing risk they

stand to make costly mistakes. Without improving performance they will cede ground to

competitors. And without robust assurance they may limit the opportunities for future

investment. Ernst & Young brings the right people together to address all three tasks.

Because we operate assurance and advisory as a single business, our people gain deeper


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insight into the key issues facing organizations today and our clients gain the benefit of a

broader range of the best skills

Business Advisory services- Todays achievement is tomorrows expectation

The current business environment presents a constant stream of both challenges and

opportunities. Against this backdrop of change, the markets expectation is for sustained,

year on year growth. To reach their potential, organizations must continuously improve

their performance and sustain that improvement. To help you meet this challenge, we have

assembled a growing number of highly skilled business advisory professionals to work

with clients in a proactive, open and objective way.

They bring personal experience of working with major organizations to make change

happen. They can help you deliver measurable and sustainable improvement in the

performance of your business. We assemble the right multi-disciplinary teams, use

consistent and proven global methodologies and tools, and draw on the full breadth of our

global reach, capabilities and experience to help our clients, wherever they are in the

world.

Risk Advisory Services -A balanced approach to risk and performance

Risk management isn't just about protecting your business it's also about making it

better. We provide many of the worlds largest and best-known companies with a detailed

view of risk by bringing together both sides of the risk equation.

We believe that a top-down, strategic approach to risk management and controls can help

you protect your business. But thats not all. It can also help to improve performance and

achieve objectives. And that can translate into reduced costs, enhanced reputation and

brand or better use of capital assets.

At our Risk Advisory Services Global Center we develop leading practices to help you

address specific risk and performance issues. We also create white papers, surveys, and

reports that explore risk-related issues and stimulate the risk management dialogue.


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Industry- Staying ahead in industry

In todays business world, staying competitive means striking the right balance between

risk and reward. To achieve your potential, you need fast, easy access to the information

and people that can help you make the right decisions.

Thats why weve invested in dedicated Global Industry Centers around the world

centers that serve as virtual hubs for sharing industry-focused knowledge and experience.

Our commitment of time and resources means that we can anticipate market trends,

identify implications and develop clear points of view on relevant industry issues.

Whatever your industry, our global network of professionals can provide you with highly

responsive advice that meets your assurance, tax, transaction and advisory needs.

Ernst and Young help meet goals and compete more effectively in following

industry:

Asset Management

Automotive

Banking & Capital Markets

Biotechnology

Consumer Products

Insurance

Media & Entertainment

Mining & Metals

Oil & Gas

Pharmaceutical

Power & Utilities

Real Estate (includes Construction, Hospitality & Leisure)

Technology

Telecommunications
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5.5 Organizational Structure

America and UK-The Company (partnership) is the result of a series of mergers of

ancestor organizations. The oldest originating partnership was founded in1849inEngland

as Harding & Pullein.In that year the firm was joined by Frederick Whinney. He was

made a partner in 1859 and with his sons in the business it was renamed Whinney, Smith

& Whinney in 1894.In 1903, the firm of Ernst & Ernst was established in Cleveland by

Alwin and Theodore Ernst and in 1906 Arthur Young & Co. was set up by the Scotsman

Arthur Young in ChicagoAs early as 1924 these American firms allied with prominent

British firms, Young with Broads Paterson & Co. and Ernst with Whinney Smith &

Whinney. In 1979 this led to the formation of Anglo-American Ernst & Whinney, creating

the fourth largestaccountancyfirm in the world.In 1989, the number four merged with the

then number five, Arthur Young, to create Ernst & Young ("EY")

Rest of the world-EY ancestor firms opened offices around the world in order to

service their international clients. In 1979 the European offices of Arthur Young joined

several large local European firms, which themselves became member firms of Arthur

Young International. The big merger in 1989, creating Ernst & Young, was effected by

mergers between Ernst & Whinney offices and Arthur Young member firms in all

countries involved.

Global structure -Each EY member country is organized as part of one of five areas:

1. Europe, Middle East, India & Africa (EMEIA) 2 .Americas 3. Far East

4.Oceania 5.Japan

Each area has a single management team that is led by an Area Managing Partner who sits

on the Global Executive Board. All areas are integrating their business models, including

partner pay. EY has received approval from partners to integrate all of its 87 country

practices in Europe, the Middle East, India and Africa to create EMEIA on 1 July 2008

effective from July 1, 2008. This new area will have a single management team and

pooling of profits.
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CHAPTER SIX

ANALYSIS ON MOTIVATION IF ERNST AND YOUNG

4.2 Analysis on Motivation in Ernst and Young

Ernst and Young passionate are about helping people to achieve their potential.

When people achieve their best, help clients achieve their best too.

They have developed a culture based on mutual respect and teamwork that promotes

personal responsibility and initiative at all levels. Their 130,000 people in 140 countries

share values and commitment to quality. Together, they strive to make a difference to each

other, to their clients and to the communities in which they live and work.

Ernst and Young help people succeed professionally and personally through leading

training and development programs and ongoing coaching. Ernst and Young give them

challenging and rewarding experiences that help them grow and expand their aspirations.

And being a truly global organization, they support individuals who wish to apply their

skills and experiences in new environments. Whether its a new service line, office or

country they aspire to work in, help them match their goals to clients needs, around the

world.

Their talented and motivated people make Ernst & Young a great place in which to work.

People help them deliver on promises to clients. They have committed to attracting them,

retaining them, and helping them be the best they can.

Making a difference in the world

People everywhere are realizing more and more that the work we do has a big impact on

their liveson the companies they work for, on the investments they make, as well as on

the capital markets and global economy as a whole. Thats why Ernst and Young aim to

make a real difference to the communities in which they live and work. And use business

skills and resources to create positive social change.


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Leading the debate

Around the world, they help to improve regulatory regimes and company reporting

models. They promote transparency in financial reporting. Ernst and young use their

Influence to strengthen global corporate governance and support the effective operation ofthe worlds capital markets.

Promoting entrepreneurship

Ernst and Young promote entrepreneurship throughEntrepreneur Of The Yearprogram

and Social Entrepreneur Of The Year award. Ernst and Young believe entrepreneurs

benefit their communities by creating jobs, growing their economies and making their

local communities more vibrant. They also use knowledge and skills to benefit emerging

economies and help new businesses to thrive.

Giving time and skills

Ernst and Young support many charities and not-for-profit organizations. They give

everyone the opportunity to donate their time and money. Many get paid time off so they

can perform volunteer work.

Caring about the world

Ernst and Young aim to limit the impact our business has on the environment. They are

building good environmental practice into the design of new and refurbished offices. They

are reducing the need to travel through video and teleconferencing. And they are

developing plans for carbon offsetting and sourcing green energy suppliers.

.Entrepreneur Of The Year program

The Entrepreneur Of The Year (EOY) awards program was created in the United States

in a single Midwestern city by Ernst & Young in 1986 to honor entrepreneurs whose

ingenuity and perseverance have created and sustained successful, growing business

ventures.
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This year EOY is celebrating its twentieth anniversary. In those years, the Entrepreneur of

the Year program has expanded to more than 135 cities in 50 countries with awards

presented annually to over 900 of the worlds most successful and innovative

entrepreneurs. Previous Entrepreneur of the Year winners includes individuals who have

built some of business's most recognizable names:

Jeff Bezos, Amazon.com, US

Tony Tan Caktiong, Jollibee Foods Corporation, Philippines

Andrea Illy, Illy caff S.p.A., Italy

Ingvar Kamrad, IKEA, Sweden

Pierre Omidyar, eBay, Inc., US

Narayana Murthy, Infosys Technologie, India

Barry Lam, Quanta Computer, Taiwan

Sergey Brin and Larry Page, Google, Inc., US

John Mackey, Whole Foods Market, US

Mario Moretti Polegato, Geox International, Italy

Robert Braithwaite, Sunseeker International, Great Britain

Howard Schultz, Starbucks Corp., US,

Eddie Jordan, Jordan Grand Prix, Ireland

Guy Lalibert named 2007 Ernst & Young World Entrepreneur of the Year Canada's Guy

Lalibert was named as the 2007 Ernst & Young World Entrepreneur of the Year at the

climax of a glittering ceremony in Monte Carlo on 2 June. Guy Lalibert, Founder and

CEO of Cirque du Soleil, was praised for the "commitment to his artistic vision and the

passion he has for his work" by the chairman of the independent judging panel. Watch the

moment when Guy won the award.
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Social entrepreneurship

Over the years, many Entrepreneurs of the Year country programs have honored an

inspiring and successful social entrepreneur with the Social Entrepreneur of the Year

award. Ernst & Young is proud to collaborate with the World Economic Forum (WEF) in

the presentation of the Social Entrepreneur of the Year award in several countries. Social

entrepreneurship is about applying practical, innovative and market-oriented approaches

to benefit the marginalized and the poor. A social entrepreneur is one who has created and

leads an organization, whether for-profit or not, that is aimed at catalyzing large scale and

systemic social change through the introduction of new ideas, methodologies and changes

in attitude.

Camila Batmanghelidjhs journey

Be inspired by Camila Batmanghelidjhs journey as a social entrepreneurhow she has

made a difference in the lives of thousands of at-risk children for more than 10 years and

continues to find innovative approaches to change peoples lives for the better.

David Bussau's story

Abandoned as a child and growing up in care, it would have been easy for David Bussau

to ignore society. Instead he founded Opportunity International Australia, providing

micro-loans for small businesses in the developing world, encouraging self-sufficiency

and self-respect.
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CHAPTER SEVEN

FINDINGS (KEY ISSUES)

Global Investigations & Dispute Advisory is a part of Ernst & Young Transaction Advisory Services Limited

Holder of Dealers Licence (Corporations Act) ABN 87 00 3 599 844

Liability limited by the Accountants Scheme, approved under the P rofessional Standards Act 1994 (NSW)

MOTIVATION

Internal ControlsInternal Controls

AN OPPORTUNITY

MOTIVATED

OFFENDERS

SUITABLE TARGET /

ABSENCE OF GUARDIANS

Personality

Environment

Motivation

Neutralization

Management

External Audit

Internal Audit

Professional Bodies

Regulators

Ethical CultureEthical Culture

Motivating Factors of Ernst and Young

Financial / greed

Gambling & other addictions

Revenge

Maintaining lifestyle

Financial support for the business

Personal debt

Large companies are fond of declaring that 'people are our most important asset'. That is

being so; you would expect people to take priority over all other issues. Surely, too, the

knowledge and practice of how to manage and motivate men and women would be

especially well developed and widely applied.

That's partly because the body of knowledge and know-how, while abundant, is confusing

and not widely understood: partly because human beings are far less tractable than balance


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sheets and machines: partly because, for all the lip-service to their people, Anglo-Saxon

companies in practice tend to put investors and customers first. The lip-servers make a

terrible mistake. Customers won't be satisfied, let alone delighted, by dissatisfied, 1ll-led

and unmotivated employees. And unhappy customers ultimately result in miserable

investors.

That's why a brilliant US purveyor of customer service, Hal Rosenbluth, entitled his book

The Customer Comes Second. People-first, however, is evidently rare in British firms.

According to study, Ernst and Young employees are more satisfied with their jobs than

any other workers. Because of supposed better management of human resources.

The motivational power of traditional management's tools - the carrot

and the stick - can still be great. But those weapons make for bad morale and, in the longrun, bad management. But Ernst and Young use very effective motivation tools.

The response and the results were striking in terms of productivity, morale and profits

alike. Such gains are not won easily, however, especially in companies spread across the

country and, still more, the globe. Even in one-site companies, continuous, unrelenting

effort is essential. One-off, top-down programmes are not the answer. Ambitious change

efforts, like the Total Quality Management (TQM) used at Ernst and young effectively..

Efficiency and cost-competitiveness demand continuous improvement of products and

processes: that can't be achieved save by the willing involvement of the service providers

in systematic discussion and implementation.

This involvement is itself highly motivating. So is the education that's fundamental to

TQM and to success in customer service. Any progressive business takes a similar line.

Service lines and growth

Assurance and Advisory Business Services (AABS). This comprises mainly financial

audit (core assurance) with 54% of total revenues and advisory services with 12% of

revenues in 2007. Advisory services comprise Technology and Security Risk Services

"TSRS", Fraud Investigation and Dispute Services "FIDS", Business Risk Services "BRS"

and various specialty advisory services.

Tax Services share of total revenues in 2007 was 22% and includes Business Tax

Compliance, Human Capital, Indirect Tax, International Tax Services, Tax Accounting &

Risk Advisory Services, and Transaction Tax.
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Transaction Advisory Services (TAS), by far the smallest service line, includes

commercial, financial, real estate and taxdue diligence, mergers & acquisitions, corporate

restructuring and integration services.

As of 2007, TAS led the service line growth, achieving a 29% revenue increase, reflecting

Ernst & Young's involvement in some of the largest deals over the period, including

activity in the emerging markets, and the demand from Private Equity clients. Tax revenue

improved by 18%, owing to demand for these services, particularly in the Far East and

Americas. The continued demand for assurance and risk-based services, together with the

call for business advisory services, enabled AABS revenue to grow by more than 16%.

In the seven areas, US dollar growth has been as follows: 10% in the Americas; 22% inNorthern Europe, Middle East, India and Africa; 16% in Central Europe; 17% in

Continental Western Europe; 27% in the Far East; 16% in Oceania, and 21% in Japan.

Notably, in places where strategic investments have been made such as China, India

and Russiagrowth in excess of 30% has been achieved.
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CHAPTER EIGHT

RECOMMENDATION

As one of the worlds leading firms in professional services, Ernst & Young

recognizes that its competitive edge comes primarily from the quality and motivation of its

team. Leadership and innovation are at the heart of Ernst & Youngs business strategy

and are also the driving force behind its health and safety policy.

Working closely with System Concepts, the company operates a wide-ranging

health and safety programmed, identifying new solutions and promoting best practice to

ensure optimum working conditions for its 7,000-strong workforce across the country.

System Concepts provides a full range of health and safety services delivered by a team of

expert consultants based at Ernst & Young..

This arrangement meets two key requirements: the need for prompt day-to-day operational

support on-site through qualified consultants as well as off-site research, consultancy and

training support and account/project management.

System Concepts was appointed to carry out this extensive programmed thanks to

its experience of the key issues. Ernst & Young commented, The team demonstrated

extensive knowledge of the current issues facing the professional services sector inaddition to an understanding of and compatibility with our culture and values.

Calling in System Concepts to provide a high quality health and safety service has

brought many benefits across the organization. Staff is helped to be more productive and

efficient, job satisfaction and morale have improved and the risk of sickness,

musculoskeletal and visual discomfort, fatigue, stress and injuries in the workplace has

decreased. Training and maintenance costs have also been reduced.

They have excellent way of communicating our commitment to health and safety across

the organization.

What can we do?

a. Stop using carrots and sticks. We are not mice. Tangible rewards and punishments

erode our sense of control, and therefore undermine internal motivation. External rewards

stop working unless they are provided in ever-increasing amounts. Todays bonus

becomes tomorrows expectation.


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b. Start communicating. Communication that clarifies where we stand enhances our

sense of control, competence, and acceptance. According to Ernst and young company,

leaders who regularly speak with people about their work in non judgmental terms tap into

the internal motivation of workers.

Simply let people know that you notice their work, and that their work matters to the

organization. Tell them what specifically they did, and how it made a difference. Avoid

evaluative statements such as good job, or keep up the good work.

c. Create a powerful and compelling statement of your company's mission

.The company mission should state identification, as a company, and what end resultbenefits give to your customers. It should symbolize companys values and uniqueness

and how differentiate company from competitors. Furthermore, it should state how

company, its people and the products or services you offer are going to help make the

world the better place

d.What value does your company create?

What do you offer customers that they cannot get from anyone else? How do you make

people's lives better? When you arrive at the answers to these questions and confidence

them into an exciting and compelling mission statement, you'll be on your way to creating

a "Success Environment." When your mission is understood and internalized by your staff,

when it's focused on daily with enthusiasm, you'll attract the type of people that can create

results.

Help each person set short to medium range productivity goals for themselves. The

important point here is to set goals that are realistic. High achievers set achievable goals;

poor performers continuously set goals that they cannot possibly meet. (They then have an

excuse for not meeting them!) To set goals that help create a climate for self motivation,

individuals should ask themselves the following types of questions:


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Questionnaires

1. What is the 'primary aim' of your company?

2. What obstacles stop employees performing to best effect?

3. What really motivates your staff?

4. Do employees feel empowered?

5. Are there any recent changes in the company that might have affected motivation?

6. What are the patterns of motivation in your company?

7. Are employee goals and company goals aligned?

8. How do employees feel about the company?

9. How involved are employees in company development?

10. Is the company's internal image consistent with its external one?


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List of References

1. Class Notes

2. Stephen Robbins (2005). Self Assessment Library- Version 3.0 (included with

textbook). Upper Saddle River, NJ: Prentice-Hall (R2)

4. 3. Life Languages Institute, Kendall Life Languages Profile,

5. Devid A. DeCenzo, Stephen Robbins, (2002), Human Recourses Management (Third

edition), Prentice- hall of India Private Limited, New Delhi - 110001

Web sites

www.ey.com

Prentice-Hall Publishing Companion Website (http://www.prenhall.com/robbins)

(http://www.coursecompass.com)

www.lifelanguages.com)
http://www.ey.com/http://www.ey.com/http://c/Documents%20and%20Settings/Youth%20Chairman/Desktop/www.prenhall.com/robbinshttp://www.coursecompass.com/http://www.lifelanguages.com/http://www.lifelanguages.com/http://www.coursecompass.com/http://c/Documents%20and%20Settings/Youth%20Chairman/Desktop/www.prenhall.com/robbinshttp://www.ey.com/