Submitted in partial fulfillment of the requirement for the award of BACHELOR OF BUSINESS ADMINISTRATION
GUIDED BY:
SUMITTED BY:
Mr. Anil Srivastav HR (MANAGER)
PRIYANKA GROVER ROLL NO. -3819
G.V.M GIRLS COLLEGE (MURTHAL ROAD, SONIPAT) AFFILATED TO M.D.UNIVERSITY,ROHTAK
ACKNOWLEDGEMENT
The successful completion of the project would have been far from reality without mentioning the people who made an indelible impression while making the project. I consider myself extremely fortunate that I have had an opportunity of working under the guidance of Mr. Anil srivastava (HR Manager). I would especially like to thank him for his guidance and support in completing the project and giving his insights into it and when required. He spent his precious time to share his creative thoughts, views, knowledge, and helped me to learn a gain under his valuable guidance. Last but not the least; I would like to thank the HR Department for assigning me a good project, under responsible and hard working persons. They have made this summer’s a real worth and and a deli deligh ghtf tful ul expe experi rien ence ce that that woul would d stay stay for for a life lifeti time me with with me pavi paving ng my way way towa toward rdss professionalism. Priyanka,
EXECUTIVE SUMMARY HR plays very important role in the organization. Motivation is very impo importa rtant nt aspec aspectt in the the organ organiza izatio tion. n. Motiva Motivatio tion n encou encoura rage ge perso persons ns to gave gave their their best best performa performance nce and help in reaching reaching enterprise enterprise goals. goals. A strong strong motivat motivation ion well well enables enables the increased output of employees but a negative motivation will reduce their performance.
The project covers the detail study of motivational level of employees and what measures should be taken by the management to increase the level of motivation. Its purpo purpose se is to know know abou aboutt compa company ny’s ’s techn techniqu ique e for incre increasi asing ng the motiv motivati ation on of their their empl employe oyees. es. And And with with the the help help of the the questi questionn onnair aire e I have have studi studied ed the respo respons nses es of the respondents on various things such as on working conditions, reward system, salary package, and other policies of the company. There are some techniques of INDOASIAN which they used such as marriage gifts scheme, scheme, Medical reimbursement, reimbursement, Self motivation, motivation, suggestion and reward schemes, attendance allowances etc. This project shows how much employees are satisfied with or not satisfied with the company’s working conditions, reward system, career development programmes, salary package and promotional policies etc.
To some extent results of this have been affected by the time constraint & the responses of the respondents. Although an attempt, have been made to study all the factors which could yield appropriate results.
TABLE OF CONTENTS
S.NO.
TOPIC
PAGE NUMBER
1.
COMPANY PROFILE
2.
REVIEW OF EXISTING LITERATURE
10
3.
JUSTIFICATION OF THE STUDY
13
4.
OBJECTIVE
15
HYPOTHESIS
I
2
17
6.
RESEARCH METHODOLOGY
19
7.
INTRODUCTION OF THE PROJECT
22
8.
ANALYSIS & INTERPRETATION
38
9.
FINDINGS
58
10.
CONCLUSION
63
11.
SUGGESTIONS
66
12.
LIMITATIONS
68
13.
BIBLIOGRAPHY
70
14.
QUESTIONNAIRE
72
ABOUT INDO ASIAN Indo Asian was formed in 1958 by a young group of technocrats indigenously developed India’s first sheet steel enclosed rewirable switch at Jalandhar in Punjab. This marked the birth of INDO INDO ASIA ASIAN, N, which which today today has has grown grown into into a multi multi produ product, ct, multi multi Locati Location on Compa Company ny specializing in manufacturing and marketing a wide range of high-tech. electrical products used for distribution, protection, control and conservation of electrical energy. The superior quality of these products has earned them the respect of the Indian market and the world over wher where e they they are are popu popular lar under under the the brand brand name names: s: Indo Indo Asian Asian indus industri trial al plugs plugs & sock sockets ets,, stopshock RCCBs, Indo Asian HRC fuse links and Contactors & Relays. The group’s annual turnover, which grew from Rs. 10 million in 1986, to Rs. 900 million last year, is slated to reach Rs. 2500 million by the year 2007. Its modern manufacturing units at Sonipat, Noida, Parwanoo, and Jalandhar, are being further augmented. Once achieved, this would be largest production base in India of the next generation of RCCBs, and Compact Fluor Fluores esce cent nt lamps lamps and and othe otherr high high techn technolo ology gy,, high high qualit quality y electr electrica icall contr control ol and and safet safety y equipments.
At present the group comprises the following companies:1)
INDO NDO ASIAN FUSEGEAR LTD., MURTH RTHAL
2)
INDO AS ASIAN FU FUSEGEAR LT LTD., NO NOIDA
3)
INDO NDO AS ASIAN FU FUSEGEAR LT LTD., JA JALANDHA DHAR
4)
INDO INDO ASIA ASIAN N FUSE FUSEGE GEAR AR LTD. LTD.,, LIG LIGHT HTIN ING G DIV DIVN. N. HARI HARIDW DWR. R.
The registered office of the group is located in Okhla New Delhi. 2
Products Products manufac manufacture tured d by the INDO INDO ASIAN ASIAN are domesti domestic c products products,, special special applica applicatio tion n products, industrial products and lighting products:-
DOMESTIC PRODUCTS:-
MCBs
SPDs
RCCBs
FR PVC Wires
SPECIAL APPLICATION PRODUCTS:-
Time Switches
Plug and Socket 3
DBs
Wiring Accessories
INDUSTRIAL PRODUCTS:-
MCCBs
Onload changeover
Fuses
Rewirable Switches
Cubical Switch
Feeder Pillars
LIGHTING PRODUCTS:-
CFLs
FTLs
4
Domestic Luminaries
VISION
Our vision “enriching quality of life by ensuring safe, efficient and convenient convenient use of electricity” has been been our guidi guiding ng force force for deve develop lopme ment nt of new new and and better better produc products. ts. The The cultur culture e of innovation and constant change has played a key role in our success.
COMMITEMENT Our focus on “energy management” i.e. designing and building products that not only protect and control but conserve and comprehensively manage mankind’s greatest asset i.e. electrical energy has enabled us to serve millions of our customers both in India and abroad with world class products.
Today Indo Asian has emerged as a strong brand name and has proven track record both in domestic and international markets. Our deep commitment to social responsibility gives us much satisfaction as the fact that millions of customers in every corner of the world respect us, trust us and use our products for protection of people, property and possessions.
MISSION
BETTER TECHNOLOGY
BETTER QUALITY
BETTER TOMORROW
5
VALUES OF INDO ASIAN
Quality and care are vital for customer satisfaction.
Empowered people are the most valuable assets for our organization.
Profitable growth is achieved through fostering mutually beneficial relations with all.
A culture of innovation and constant change is essential for us to successed.
6
SOME OF INDO ASIAN MAJOR CUSTOMERS IN INDIA INCLUDES:Railway integral coach factory, Electricity Board, CPWD, PWD, NTPC, Indian Oil Corporation Limited, Oil and natural gas commission, Reliance Industries Ltd., Bluestar Ltd, M.R.F Ltd., Ashok Leyland Ltd., Bajaj Auto Ltd., Hindustan Liver Ltd., Tata Honeywell Ltd.
CROSSING GLOBAL FRONTEIRS Indo Asian products are well accepted in countries around the world, our regular overseas market include Russia, Australia, Malaysia, Nepal, Srilanka, U.A.E., Iran, Syria, jorden, Angola, and Cyprus. Some of our valued major foreign customers include public utilities in South Africa. Bovara Bovara Pvt. Pvt. Ltd. Austral Australia ia persuas persuasion ion listrikn listriknagra agra (PNL), (PNL), Jakarta, Jakarta, Indonesi Indonesia, a, public public utilities utilities board board Singapor Singapore. e. Ceylon Ceylon Electric Electricity ity Board Board srilank srilanka, a, Rahad Rahad corpora corporation tion khartou khartourn, rn, Sudan. Sudan. Ministry of Electricity and water Dubai, Dubai Electricity company Dubai. Water and Electricity Electricity company Abu Dhabi, ministry of Electricity and water Doha, ministry of electricity and water Muscat Oman, Jordanian Electric power supply company Amman..
GROUP’S FOREIGN COLLABORATION The The group group’s ’s pursu pursuit it of excel excellen lence ce is back backed ed by extens extensiv ive e in-ho in-house use R&D techn technica icall and and commercial collaboration with world leaders such as:1) HEINRIC HEINRICH H KOPP KOPP AG, GERMANY GERMANY 2) DOEP DOEPKE KE & CO. CO. AG, AG, GER GERMA MANY NY 3) MENNEKES MENNEKES ELECTRO ELECTRO TECHNIC. TECHNIC. GMBH GMBH & CO., GERMANY GERMANY 4) KLOCKNE KLOCKNER R MOELLE MOELLER R CMBH, CMBH, GERMA GERMANY NY 5) TECHNO TECHNOELE ELECTR CTRIC, IC, SVI OF OF ITALY ITALY 7
With over 150 highly qualified manages manages and 550 strong work force of quality conscious superbly trained personnel, Indo Asian is all set of scales new heights of growth, excellence and worldwide acceptance.
QUALITY-CENTERS AROUND THE CUSTOMERS
The name "Indo Asian" is today synonymous with high quality in the field of electrical distribution and protection equipment in India, Asia as well as other developed countries.
Quality of our products and processes is, in fact, checked by impartial bodies which is now a variety of Indo Asian products are ASTA tested and their manufacturing plants have won ISO 9001 certification from BVQ1, UK. In fact, Indo Asian Fuse gear Ltd.Was the first Indian manufacturer of electrical safety equipment, to be awared ISO 9001 certification under the upgraded 1994 guidelines.
At Indo Asian, we recognize that Quality holds the greatest insurance to our Customer. Especially, when one manufacturer's product looks no different from anothers! Which is why, in spite of certifications and recognitions , we have put in place Quality Management Cycle that works right around, from materials procurement to product product application; with everything everything revolving around the customer's needs, customer's preferences and his objectives.
Ultimately, how well our products safeguard human lives and property, is our primary concern.
8
REVIEW OF EXISTING LITERATURE To research any problem, it is necessary to review the existing literature. Various studies relating to different aspects of recruitment have been conducted in the past. A brief review of some of the major studies in recent years is given below.
R.S. R.S. Diwived Diwivedii (1998) (1998) 1 conclude concluded d that that Motivati Motivation on is a major major determin determinants ants of product productivit ivity. y. Motivation Motivation refers to inter striving conditions conditions called wishes, desires, drives, etc. There is three kinds of motives motives:: psycholo psychologic gical, al, socio-p socio-psyc sycholo hologica gicall and general general.. There There exists exists diverse diverse view view relating relating to motivation. Theories of motivation are classified as ‘contents’ and ‘process’ oriented. The content theory tell what motivates people but indicates people very little about how motivation is expressed. The process theories interpret the underlying process of motivation and indicates how to motivate people.
Moorhead Moorhead Griffin (2002) 2 explains the equity theory of motivation assumes that people want to be treated fairly. It hypothesizes that people compare their own input-to-outcome ratio in the organization organization to the ratio of a comparison comparison other. If they feel their treatment has been inequitable, inequitable, they take steps to reduce the inequity. Expectancy theory is based on the assumption that people are motivated motivated to work toward a goal if they want it and think they have a reasonable chance of achieving it.
Archna Tyagi (2002) 3 sys that motivation is the extent to which persistent effort is directed toward a goal. Intrinsic motivation stems from the direct relation ship between the worker and the task and is usually self-applied. Extrinsic motivation stems from the environment surrounding the task and is applied by others. 10
Fred Luthan Luthans s (1997) (1997) 4 explains Motivation is probably more closely associated with micro prospective of organization behavior than in any other topic. A comprehensive understanding of motivation includes the need-drive – incentive sequence, or cycle. The basic process involves needs, which set drives in motion to accomplish incentives. The drives or motives may be classified into primary, primary, general, and secondary secondary categories. The primary motives are unlearned unlearned and psychologically based. The general motives are also learned but are not psychologically based. Secondary motives are learned and are most relevant to the study of organization behavior.
Jerald Greenberg Robert A. Baron (2002) 5 Defines motivation is concerned with the set of proce process sses es that that arou arouse, se, direc directt and and main maintai tain n behav behavior ior towa toward rd a goal. goal. It is not equita equitant nt to job job performance, but it is not of several determinants in job performance. Today’s work ethic motivates people to seek interesting and challenging jobs instead of simply money.
Stephen P. Robbins (2001) 6 explains Motivation Motivation is a general inspirational inspirational process which gets the members of the team to pull their weight effectively, to give their loyalty to the group, to carryout properly the tasks that they accepted and generally to play an effective part in the job tat group has undertaken. Motivation means a process of stimulating people to action to accomplish desired goals.
Paul Mersey (1997) 7 defines motivation as the driving force within the individual that peoples him or her towards a behavior or action. Motivation is a psychological concept that generates with in an individual. It is an inner feeling which energies a person to work more. Management Management tries to utilize all the sources of production in a best possible manner. This can be achieved only when employees cooperate in this task. Efforts should be made to motivate employees for contributing their maximum.
11
Justification Justification of the Study Review of literature indicates that many studies have been conducted in this area but no one has made in depth study about the motivation level of employees in business organization. Motivation is a psychological concept that generates with in an individual. It is an inner felling which energies a person to work more. The purpose of motivation is to crate conditions, in which people are willing to work with zeal, initiative, interest and enthusiasm with a high personal and group moral satisfaction, with a sense of responsibility, loyalty and with pride and confidence in a most cohes cohesive ive mann manner er so that that the goals goals of an organ organiza izatio tiona nall are are achie achieved ved effec effectiv tively ely.. Motiva Motivatio tiona nall techniques are utilized to stimulate employee growth; this was indicated by Clarence Francis when he was chairman of general foods. He said “you can buy a man’s time, you buy a man’s physical presence at a given place, you cannot even buy a measured number of skilled muscular motions per hour or day, but you cannot but enthusiasm, you cannot buy imitative, you cannot but loyalty, you cannot buy devotions of hearts, minds and souls. You have to ear these things. If a manager wants to get work done by his employees, he may either hold out a promise of a reward for them for doing work in a better or improved way, or he may constrain them, by instilling fear in them or by using force, to do the desired work.
13
OBJECTIVE OF THE STUDY Most human resources management strategies are eventually meant to optically utilize the capa capabi bili liti ties es of indi indivi vidu dual als s and and grou groups ps towa toward rds s achi achiev evem emen entt of comm common on obje object ctiv ives es.. Performance of an individual is a function of his ability and willingness or desire to use his ability in achieving personal or organizational goals. A manager can’t do this job without knowing what motivates people. The building of motivating factors into organization roles, the staffing of these roles and the entire process of leading people must be build on knowledge of motivation. The manager job is not to manipulate people rather to recognize what motivates people. Thus, human behavior can be seen as a series of activities.
The The main main obje object ctiv ive e of the the proj projec ectt is “TO “TO STUDY STUDY THE THE MOTI MOTIVA VATI TION ONAL AL LEVE LEVEL L OF EMPLOYEES at INDO ASIAN FUSEGEAR LTD.”
15
HYPOTHESIS To guide the empirical part of the work, the following Hypothesis are set up for study: I.
Motiva Motivatio tion n in in public public secto sectorr und under ertak taking ing is less less when when compa compared red to priva private te sector sector..
II.
Financ Financial ial moti motiva vatio tions ns are are just just part part of the the moti motiva vatio tion n techni technique ques s not not the the impor importan tantt part part of the the motivation techniques.
III. III.
The motiv motivat ation ion level level of of the the empl employe oyees es dep depen ends ds upo upon n their their perce percept ption ion..
IV. IV.
The mot motiva ivator tors s differ differ from from time time to to time, time, plac place e to place place and and situ situat ation ion to to situat situation ion and and perso person n to person.
17
RESEARCH METHODOLOGY RESEARCH DESIGN:Exploratory in nature. I have to study the responses of the employees on the various jobs related factors and based on the reports I have to explore the factors that motivate the employees.
SCOPE OF THE STUDY:This study is going to help the org. in identifying the causes of satisfaction and dis – satisfaction among the employees which can be reinforce and rectified accordingly to incure the motivation level of employees this will also help the org. in improving the contents of the “complete “complete package” it is offering to the employees in terms of promotion, job content, learning opportunity etc. UNIVERSE: - Staff employees & Workers SAMPLE SIZE: - 20% of the universe
SOURCE OF DATA COLLECTION:a) PRIMARY SOURCES: - Direct interview, questionnaire-structured & multiple choice Questions b) SECONDARY SOURCES: - Records, manuals & through books
A questionnaire was prepared to get information about the project and to know the motivation level of employees. employees. The responses responses were further tabulated as per the weightage weightage of responses. responses. For these purpose a structured, multiple choice questionnaire was used.
19
ANALYSIS AND REPORTING THE FINDINGS:Compilation of data through tabulation Presentation findings through graphs Suggestions and conclusions
20
INTRODUCTION OF THE TOPIC Motivation is an important factor which encourages persons gives their best performance and help in reaching enterprise goals. A strong positive motivation well enables the increased output of employees but a negative motivation will reduce their performance.
In order to make any managerial decision really meaningful. It is necessary to convert it in to an effectiv effective e action, action, which which the manager manager accomplish accomplishes es by motivat motivating ing his subordin subordinates ates.. To motivate means to produce goals oriented behaviour since increase in productivity is the ultimate goal of every industrial industrial organization, organization, motivation motivation of employees employees at all levels is the most critical and baffling baffling function of the management. management. Almost every human human problem the manager manager faces throughout the firm has motivational elements.
Motivation: As a concept
The term motivation has been derived from Latin word-Movers which mean to move. In our languages of management it implies something that energies an individuals or a group of individuals to work. W.G.SC W.G.SCOTT OTT “Motivat “Motivation ion means means a process process of stimulat stimulating ing people people to action action to accomp accomplish lish desired goals.” BREECH says “Motivation is a general inspirational process which gets the members of the team to pull their weight effectively, to give their loyalty to the group, to carryout properly the tasks that they accepted and generally to play an effective part in the job that the group has undertaken.” 22
Nature of Motivation Motivation is a psychological concept that generates with in an individual. It is an inner felling which energies a person to work more.
The emotions or desires of a person prompt him for doing a particular work.
Man has innumerable wants to satisfy & there are unsatisfied needs of a person which disturb his equilibrium. equilibrium. All the wants can not be satisfied at one time where one is satisfied other may emerge. Satisfaction of wants is an unending process. Hence, motivation is also unending process.
A person moves to fulfill his unsatisfied needs by containing his energies.
There There are dorma dormant nt energ energies ies in a perso person n whic which h are are activ activate ated d by cana canaliz lizing ing them them into into actions.
A man works to achieve some individual goals. After the goal is achieved he is no longer interested in work. Goal means satisfaction of needs. Therefore, it is very essential for the management to know the goals or motives or needs of each individual, so that they may be pushed to work by directing them towards achievement of their goals.
Objective of motivation The purpose of motivation is to create conditions, in which people are willing to work with zeal, initiative, interest and enthusiasm with a high personal and group moral satisfaction, with a sense of responsibility, loyalty and with pride and confidence in a most cohesive manner so that the goals of an organizational are achieved effectively. Motivati Motivationa onall techniq techniques ues are utilized utilized to stimulat stimulate e employ employee ee growth; growth; this was indicat indicated ed by Clarence Francis when he was chairman of general foods. He said “ you can buy a man’s time, you buy a man’s physical presence at a given place, you cannot even buy a measured number 23
of skilled muscular motions per hour or day, but you cannot but enthusiasm, you cannot buy initiative, you cannot but loyalty, you cannot buy devotions of hearts, minds and souls. You have to ear these things. If a manager wants to get work done by his employees, he may either hold out a promise of a reward for them for doing work in a better or improved way, or he may constra constrain in them, by instillin instilling g fear in them or by using force, force, to do the desired desired work. work. In other words, he may utilize a positive or a negative motivation. Both these types are widely used by management.
24
Types of Motivational When a manager wants to get more work from his subordinates then he will have to motivate them for improving their performance. They will either be offered incentives for more work, or may be in the shape of rewards, better reports, recognition etc, or he may in still fear in them or use force for getting desired work. The following are the types of motivational. Motivation: - Positive Motivation is based or reward. The workers are offered 1. Positive Motivation: incentives for achieving the desired goals. The incentives may be in the shape of more pay, promotion, recognition of work etc. according to peter Drucker, the “Real and positive motivato motivators rs are responsi responsible ble for placeme placement, nt, high high standar standards ds of perform performance ance,, informa information tion adequate for self control and the participation of the workers as responsible citizen in the plant community. Incentive motivation is the “pull” mechanism. 2. Negative Motivation: - Negative or fear motivation is based on force or fear. Fear
causes employees to act in a certain way. In case, workers do not act accordingly then they may may be punis punishe hed d with with demot demotion ions s or lay lay offs. offs. The fear fear act act as a “push “push”” mech mechan anism ism.. Moreover it may result in lower productivity because it tends to dissipate such human assets as loyalty, co-operation and esprit de corps. Moreover, the imposition of punishment frequently result is frustration among those punishments, leading to the development of mal adaptive behavior. 3. Extrinsic Extrinsic Motivation Motivation :- is concerned with external motivators which employees enjoy-
pay, promotion, status, benefits, retirement plans, health insurance schemes, holiday and vacations etc. by and large these motivations are associated with financial rewards.
25
4. Intrinsic motivation: - On the other hand, is concerned with the “feeling of having
accomplished something worth while, “i.e. the satisfaction one gets after doing one’s work well well..
Prai Praise se,,
resp respon onsi sibi bili lity ty,,
reco recogn gnit itio ion, n, este esteem em,,
powe power, r, stat status us,,
comp compet etit itio ion n
and and
participation are examples of such motivation. 5. Self motivation: - before one can motivate others one must motivate oneself. One
must must overc overcom ome e a certa certain in amoun amountt of one’s one’s natur nature e inter interia. ia. One One of the most most comm common on deterrents to human action is that of tired feelings. This thing that effect the conscious mind are generally known as anxiety are : •
Monotonous work
•
Driven by boss
•
Bad physical conditions
•
Financial troubles
•
Under constant strain
6. Group motivation :- The motivation of a group is an important as self-motivation, A group can
be motivated by improving human relations and dealing with people to feel involvement in their work and by giving them an opportunity to improve there performance and by complimenting or praising them. In dealing with others, it must be borne in mind there the greatest returns can be obtained when each member of a group is properly motivated.
26
IMPORTANCE OF MOTIVATION
Management tries to utilize all the sources of production in a best possible manner. This can be achieved only when employees cooperate in this task. Efforts should be made to motivate employees for contributing their maximum. The efforts of management will not bear fruit if the employees are not encouraged to work more the followings is the importance of motivation:-
Moti Motiva vate ted d empl employ oyee ees s are are alwa always ys look lookin ing g for for bett better er ways ways to do a job. job. It is the the
responsibility of the managers to make employees look for better ways of doing their jobs.
Motivated employees will put maximum efforts for achieving organizational goals. Better
performance will also result in higher productivity. The cost of production can also be brought down if productivity productivity is raised. The employees should be offered more incentive incentive for incr increa easi sing ng thei theirr perf perfor orma manc nce. e. Moti Motiva vati tion on will will act act as a stim stimul ulat ate e for for impr improv ovin ing g the the performance of employees.
A motivated employees, generally, generally, is more quality oriented. This is true weather we are
talking about a top manager spending extra time on data gathering & analysis for a report.
Highly motivated workers are more productive than apathetic workers. The productivity
of workers becomes a question of the management’s ability to motivate its employees. An appreciation of the nature of the motivation is highly useful for managers.
A good good motiv motivati ation onal al syste system m will will creat create e job satis satisfac factio tion n amon among g emplo employee yees. s. The The
employees will try to contribute their maximum and management will offer them better service conditions conditions and various other incentives. incentives. There will be an atmosphere atmosphere of confidence confidence among employees and employers. It will lead to better industrial relations. 27
Every organization organization requires human resource in addition to financial and is significant significant to
the organizations. a) People must must be attracted attracted not only to join the organization organization but but also to remain remain in it. b) People must must perform the the task for which which they are are hired and must must do so in a dependable dependable manner. c) People must must go beyond beyond their their dependable dependable role performance performance and engage in some form form of creative, spontaneous and innovative behaviour at work.
STEPS OF MOTIVATION The management should concentrate on two things to motivating its employees. 1. Working method method of motivation motivation i.e., i.e., it should be be determined determined as to what ought to be done. done. 2. The tools of of motivation motivation i.e. it should should be determined determined as to when when and how a job job is to be done. done. 1. knowle knowledge dge of of positio position n of emplo employees yees::First of knowledge should be obtained regarding the needs of the employees who are to be motivated. Different persons have different needs. So, different methods are to be used for motivated different persons. Both the individuals and the groups should be kept in mind while assessing the conditions. 2. Develo Developmen pmentt of tool tools s of moti motivati vation on ::After obtaining the knowledge knowledge of the employees employees needs managers managers should do the job of selec selectin ting g and using using specif specific ic tools tools or tech techniq niques ues of
motiv motivati ation on.. The manage managers rs should should
determ determine ine the follo followin wing g issues issues throu through gh their their own own exper experien ience ce of other others s and and throu through gh the experience of others and through the experience of the personnel department. a) Which employee is to be motivated and by which technique of Motivation?
b) Under Under what conditi conditions ons is hello/s hello/she he to be motivat motivated? ed?
28
3. Selecti Selection on of of tools tools of of motiva motivation tion::Selection of tools of motivation is a difficult task. Following observation are to be made for the purpose 1. Who is to be motivated? 2. Which technique succeeded or failed in the past? 3. Are requisite efficiency, means time needed for the use of that technique available or not? Thus, after the determination of the technique its use should its should be considered. It should be deci decide ded d as to when when and and how how the the moti motiva vati tion on is to be used used.. The The empl employ oyee ees s shou should ld immediately get the reward or appreciation can spoil the effect of motivation.
4. communi communicati cation on media: media:-The technique of motivation should be brought into the notice of employees. Communication media should be good enough for this purpose. If the management cannot communicate its viewpoint to the employees, it cannot motivate them as well.
5.
Follow up action : - The manager should assess, from time to time, whether the employees have been motivated or not through a technique of motivation. If one technique fails, others can be made use of. This type of assessment can bring to light the shortcomings of present technique by removing its shortcoming.
MOTIVATION MOTIVATION THEORIES hierarchy : - Motivation is influenced by the needs of a person. There is a 1) Maslow needs hierarchy priority of certain needs over others. The importance of needs will influence the level of motivation. A.H.Maslow has categorized human needs into five categories.
29
a) Physiological:-Hun Physiological:-Hunger, ger, thirst, thirst, shelter, shelter, sex & other needs. needs. b) Safety: - includes security, and protection protection from from physical physical and emotional emotional harm. harm. c) Social: - includes affection, affection, belongingness belongingness,, acceptance acceptance and and friendship. friendship. Esteem em:: - incl includ udes es inte intern rnal al este esteem em fact factor or such such as self self-r -res espe pect ct,, auth author orit ity y and and d) Este achievement
and
esteem factors such as status, recognition and attention.
e) Self actuali actualizati zation: on: - The drive to become become what one is capable capable of becomi becoming ng includes includes growth, achieving one’s potential and self fulfillment. 2) Motivation Hergber’s theory : - He gives two factor theory of
motivation. motivation. First factors
include company policy and administration, technical supervision, inter-personal inter-personal relations with supervisor, salary, status, job security and personal life. These factors were found to be only diss dissat atis isfi fied ed and and not not moti motiva vato tors rs.. Thes These e are are hygi hygien ene e fact factor ors. s. Seco Second nd type type of fact factor or is motivat motivationa ionall factor, factor, which which include includes s achieve achievement ments, s, recognit recognition; ion; advanc advanceme ements nts work work itself, itself, possibilities of personal growth, responsibility. According to this theory, attention should be given to the job content to motivate the employees of the organization. Theory : - After viewing the way in which managers dealt with employees, Mc. 3) X & Y Theory: Gregor concluded that a manager’s view of the nature of human being is based on certain group groupin ing g of assum assumpti ption ons. s. He propo proposed sed two disti distinct nct view view of huma human n being being,, one one basica basically lly nega negati tive ve theo theory ry X whic which h assu assume mes s that that the the empl employ oyee ees s disl dislik ike e work work are are lazy lazy,, disl dislik ikes es responsibility and must be coerced to perform and the other basically positive labeled theory Y which assumes that employees like work are creative, seek responsibility and can exercise, self direction. Mc Gregor himself held to the belief that theory Y assumptions are more valid than theory X. therefore he proposed such ideas as participation decision making, responsible and challenging job and good group relation as approaches that would maximize an
30
employee’s job motivation. As, already mentioned, Maslow’s need hierarchy theory states that every human being there exist hierarchy of five needs-physiological, safety, social, esteem and self actualization and as each each is sequentially satisfied, the need becomes dominant. From the stand point of motivation, if you want to motivate someone, you need to understand at what level in hierarchy that person currently is and then focus on satisfying those needs at above that level. Different needs dominant different people at different time, workers will be dominated by lower order needs like physiological, physiological, safety and social needs while on the other hand staff members who’s lower order needs like esteem and self actualization needs. The reason behind this difference can be variable such as education, family background and cultural environment. But the important aspect, which should be taken care, is fulfillment of desired needs at every level. If the organizational fails to fulfill needs of its employees ultimately it results in non-fulfillment or targe targete ted d resul result. t. For For examp example le to fulfi fulfillll esteem esteem need needs s (part (particu icular larly ly recogn recogniti ition on need needs) s) an employee work hard to bring better result out of his work. He leaves no stone unturned in achieving achieving the set target in the best possible manes. In return of this hard and dedicated labour the employee looks forward to have recognition within the department and in the organization as a whole. The recognition encourages encourages the employee to put more of his labour in fulfilling the task still in the better way. Apart from this he also becomes an example for others. As a result they are to motivate. On the contrary, if this employee not rewarded appropriately that will resul resultt in lower lower moral morale e and and emplo employee yee will will not not repea repeatt this this enthu enthusia siasti stic c behav behavior ior again, again, simul simultan taneo eousl usly y effec effectin ting g the organi organizat zatio iona nall target target.. So in the pres present ent scena scenario rio,, this this is responsibility responsibility of HR department department to find out what are various needs of employees, employees, what are the policies and procedures from which the employees are not satisfied and accordingly suitable steps should be taken to boost the morale of employee.
31
MONEY AS A MOTIVATOR The The impor importa tance nce of money money as a motiv motivato atorr has has been been cons consist istent ently ly downg downgra raded ded by most most behavi behavior oral al scient scientist ists. s. They They prefe preferr to point point out out the the value value of chall challen engin ging g jobs, jobs, goals goals,, and and participation on decisions making, feedback, cohesive work teams, and other non monetary factors as stimulants to employee motivation. We agree otherwise here that money is the cruci crucial al incen incentiv tives es to work work motiv motivati ation. on. As a mediu medium m can can purch purchase ase the the nume numero rous us,, need need-satisfying things they desire. Furthermore, money also performs the function of a scorecard, by which employees assess the value that the organization places on their services and by which employees can compare their value to others. Money improved in employee’s performance.
MONEY DOESN’T MOTIVATES MOST EMPLOYEES TODAY Money can motivate some people under some conditions, so the issue is not really whether or not money can motivate. The answer to that is “it can!” the more relevant question is does money motivate most employees in the workforce today to higher performance? The answer to this question, we’ll argue, is “No”. For money to motivate an individual’s performance, certain conditions must be met. First, money money must must be impo importa rtant nt to the indivi individu duals als.. Secon Second, d, mone money y must must be perc perceiv eived ed by the individual as being a direct reward for performance. Third, the marginal amount of money offer offered ed for for the indivi individu dual, al, as bein being g signi signific fican antt must must perce perceive ive the perfo perform rmanc ance. e. Final Finally, ly, management must have the discretion to reward high performers with more money. Money Money is not not impo importa rtant nt to all emplo employee yees. s. High High achie achieve vers rs for insta instance nce,, are are intrin intrinsic sicall ally y motivated. Money should have impact on these people. Similarly, money is relevant to those individuals with strong lower-order needs, but for most of the workforce, lower-order needs are substantially satisfied.
32
Money would motivate if employees perceived a string linkage between performance and rewards in organizations, unfortunately, pay increase are far more often determined by levels of skills and experience, community pay standards, the ational cost of living index, and the organ organiza izatio tion’s n’s curre current nt and and future future financ financial ial prosp prospect ects s than than by each each emplo employe yee’s e’s level level of performance.
So might be theoretically capable of motivating employees to higher levels of performance, but most managers are not given enough flexibility to do much about it.
TECHNIQUES OF MOTIVATION Every management tries to spacing certain motivational techniques which can be employed for improving performance of its employees. The techniques may not be similarly useful in all types of concerns. Some techniques may be suitable employed in one concern; others may be useful in another concern and so on. Motivational techniques may be of two types i.e., financial and non financial.
Financial motivators Financial motivators may be in the form of more wages, salaries, profit-sharing, leave with pay, medical reimbursement reimbursement bonus, company paid insurance of any other things that may be given to employees for performance. Money is the most important motivator to people who are young and raising their families. For some persons money remains to be a motivator and for others it may never be. Besides all money can motivate people if their wages are related to their performance.
33
Non-financial motivators Under non financial motivators the employees is not given more money. He, is rather given more more chanc chances es of prom promot otion ion,, job job securi security, ty, respe respect ct and and appr appreci eciat ation ion under under non non finan financia ciall incentives. incentives. Thus, non-financial non-financial incentives include those factors which do not indirectly he may be receiving financial benefits. Modern managers make use of all types of motivators i.e., positive, negative, financial, non-financial. Motivational techniques are utilized to stimulate employee growth. The purpose of motivation is to develop conditions in which people are willing to work with zeal, interest and enthusiasm.
Incentives motivation:An ‘incentive’ or ‘reward’ can be anything that attracts a worker’s attention and stimulates him to work, when the question comes of incentive motivation, the answer can not be said to be a perfect one but satisfactory. It is said that people work for incentives in the form of P’s which are as follows: 1.
Praise
2. Prestige
3. Promotion
The first motivator praise exists to a great extend in I.A.F.Ltd. The employees in I.A.F Ltd. are promoted on regular basis. The promotion is not generally based on experience but on work done basis and hence acts as one of the technique of motivation. 1. Marriage gift scheme:- with a view to promote cordial relations with the employees, the
company has been given gifts on the occasions of marriages of either the employees themselves or their dependent children marriage gift schemes. 2. Wage and salary:- one of the most important technique of motivation is an appropriate
wage and salary the salary given to the employees are in accordance to their work and job.
34
3.
Medical reimbursement:- only those employees are covered under this scheme which
are not being covered under the ESI scheme. Reimbursement of medical expenses to eligible employees will be for: self, spouse, unmarried daughter, unemployed son, dependent parents 4. Suggestion and reward system:- This scheme was introduced by the management to
create an environment which employees are encourage and motivate to give constructive suggestions for improving the overall profitability of the company the management believes that employees have tremendous capability and desire to make the company prosper in every field. 5. Self motivation: - In I.A.F.Ltd., self motivation exists to a great extent, the urge or
desire desire that that should should come come from from withi within n the the indiv individu iduals als exist exists s in the the empl employe oyees es of the the organization. The employees believe in themselves that they are capable of performing the given task smartly and efficiently, arrives from with on the individuals not from some one else. 6. Conveyance facility/allowance: -The Company provides conveyance facility to female
workers from industrial establishment to their place of residence and male workers get conveyance allowance. Other financial motivators designed by I.A.F.Ltd., Murthal includes:
Leave with pay includes casual, sick, and earned leaves
Attendance allowance
Conveyance allowance
House rent allowance
Child education allowance
Provident fund
Employee state insurance corporation scheme 35
Appraisal, praise or recognition
When an employee does his work well, he naturally wants it to be praised and recognized by his boss and peers. Some attempts have been made in I.A.F.Ltd., like
Attention to the suggestion of the individual
Working conditions
Job in accordance to qualification and experience
Training development programmes.
36
ANALSIS AND INTERPRETATION The data after collection has to be processed and analysis in accordance with the outline laid down for the purpose at the time of developing the research plan.
This This is essen essentia tiall for ensur ensuring ing that that we have have all relev relevan antt data data for for makin making g conte contemp mplat lated ed comparison and analysis. As has been stated above, the data is being collected through questionnaire. Here the analysis is done through graphical representation. The answer to the question questionnair naire e will be evaluate evaluated d thoroug thoroughly hly and well well show the complet complete e Analysis Analysis of data. data. Finally, it will provide the complete picture of results.
38
WORKING CONDITIONS OF THE ORGANISATION
Scale
%of Respondents
A
5
B
65
C
15
D
15
E
0
65
70
s t 60 n a 50 d n o 40 p s 30 e R 20 f o 10 %
15
15
5
0
0
A
B
C
D
E
Scale
Scale: Scale: A =HIGHLY SATISFIED B =SATISFIED C =NEITHER SATISFIED NOR DISSATISFIED D =DISSATISFIED E =HIGHLY DISSATISFIED
INTERPRETATION: The analysis shows that 70% of the sample is satisfied with the working conditions. The 15% of the sample is dissatisfied and remaining 15% is neither satisfied nor
Dissatisfied.
39
SATISFACTION LEVEL OF DESIGNATION
Scale
% of Respondent
A
0
B
50
C
20
D
20
E
10
60
t n 50 a d n 40 o p 30 s e R20 f o 10 %
50
20
20 10
0
0 A
B
C
D
E
Scale
Scale: A =HIGHLY SATISFIED B =SATISFIED C =NIETHER SATISFIED NOR DISSATISFIED D =DISSATISFIED E =HIGHLY DISSATISFIED
INTERPRETATION : 50% of the employees are satisfied with their designation.
30% of the employees feel that they are designation below average.
•
40
Scale
% of Respondents
SATIS
A
15
FACTIO FACTION N LEVEL LEVEL
B
65
OF
C
10
RESPONSIBILITY
D
10
& AUTHORITY
E
0
65
70 60
e d 50 n o p 40 s e R 30 f o 20 %
15 10
10
10 0 0 A
B
C
Scale
D
E
Scale: Scale: A =HIGHLY SATISFIED B =SATISFIED C =NEITHER SATISFIED NOR DISSATISFIED D =DISSATISFIED E =HIGHLY DISSATISFIED
INTERPRETATION : 80% of the employees are satisfied with the authority and responsibilities given to them.
•
•
10% of the sample is dissatisfied .
41
WORKING ENVIRONMENT IN THE ORGANISATION
30
s 25 t n e d 20 n o p 15 s e R 10 f o % 5
Scale
% of Respondents
A
25
B
25
C
25
D
20
E
5
25
25
25 20
5
0 A
B
C
D
E
Scale
Scale: A=FRIENDLY INTERPRETATION :
B=ENCOURAGING C=COMPETITIVE D=COOL E=DISPUTED
•
The studies shows the positive result that the environmental is friendly competitive, & encouraging.
But some employees feel the environment is disputed.
42
COMMUNICATION WITH SUPERIORS
Scale
% of Respondents
A
15
B
65
C
20
D
0
E
0
65
70 60
s t n 50 e d n 40 o p s 30 e R f 20 o %10
20 15 0
0
D
E
0 A
B
C Scale
Scale: Scale: A= ALMOST ALWAYS
B= MOSTLY C= SOMETIMES D= RARELY
E=NOT AT ALLL
INTERPRETATION : •
Majority of the employees are satisfied that they are getting clear and two way communication.
80% of the employees are satisfied and 20% are not so satisfied.
43
ATTITUDE OF SUPERIORS TOWARDS THE PROBLEM OF SUBORDINATS
Scale
% of Respondents
A
10
B
0
C
25
D
40
E
25
50
s t n 40 e d n 30 o p s 20 e R f 10 o % 0
40
25
25
10 0 A
B
C
D
E
Scale
Scale: Scale: A=HOSTILE B=INDIFFERENT C=ENCOURAGING D=UNDERSTANDING
E=PROBLEM SOLVING
INTERPRETATION : •
10% of the employees indicated that there boss’s attitude as hostile.
•
40% of the employees found to be understanding & 25% is problem solving.
44
Scale
% of Respondents
A
25
B
25
C
35
D
15
E
0
SUPERIORS INVOLVES SUBORDINATES WHILE TAKING DECISIONS
40
t 35 n e d 30 n 25 o p s 20 e R 15 f o 10 % 5
35
25
25
15
0
0 A
B
C
D
E
Scale
Scale: Scale: A= ALMOST ALWAYS B= MOSTLY
C= SOMETIMES D= RARELY
E= NOT AT ALL
INTERPRETATION : •
50% of the employees have admitted that the superiors involve them while
taking decisions. Scale
% of Respondents
A
5
responded
B
25
negatively.
C
35
D
35
E
0
emaining of the employees
45
SUPERIORS INVITE THEIR SUBORDINATES FOR AN INFORMAL DISCUSSION
40 s t 30 n e d n o 20 p s e R10 f o % 0
35
35
25
5 0 A
B
C Scal
D
E
Scale: A=ALMOST ALWAYS
B=MOSTLY C=SOMETIMES D=RARELY E=NOT AT ALL
INTERPRETATION : •
•
70% of the
employees are not so
30%
Scale
% of Respondents
A
20
employees
B
60
are
C
20
satisfied.
D
0
E
0
satisfied.
46
RELATIONSHIP WITH THE COLLEAGUES
of the
70
s t 60 n e d 50 n o 40 p s 30 e R20 f o 10 % 0
60
20
A
20
B
C
0
0
D
E
Scale
Scale: Scale: A=HIGHLY SATISFIED
B=SATISFIED C=NEITHER SATISFIED NOR DISSATISFIED
D=DISSATISFIED E=HIGHLY DISSATISFIED
INTERPRETATION : •
The majority of employees responded positively. They feel friendly relations with their colleagues.
•
But 20% are neither satisfied nor dissatisfied .
47
ARE EMPLOYEES SATISFIED WITH THE SALARY PACKAGE
Scale
% of Respondents
A
0
B
30
C
40
D
20
E
10
45
t 40 n e 35 d n 30 o p 25 s e 20 R f 15 o 10 % 5
40 30 20 10 0
0 A
B
C
D
E
Scale
Scale: Scale: A= HIGHLY SATISFIED B=SATISFIED C= NEITHER SATISFIED NOR DISSATISFIED D =DISSATISFIED E= HIGHLY DISSATISFIED
INTERPRETATION : •
Only 30% of employees are satisfied with their salary package and 30% are
dissatisfied.
48
PRESENT PERFORMANCE APPRAISAL PROCEDURE
Scale
% of Respondents
A
5
B
60
C
20
D
15
E
0
70
s 60 t n e 50 d n 40 o p s 30 e R f 20 o %10
60
20 15 5 0
0 A
B
C
D
E
Scale
Scale: Scale: A=HIGHLY SATISFIED D=DISSATISFIED
B=SATISFIED C=NEITHER SATISFIED NOR DISSATISFIED
E=HIGHLY DISSATISFIED
INTERPRETATION : •
65% are in favor of present performance appraisal system but 15% are not satisfied.
49
ARE EMPLOYEES SATISFIED WITH THE WELFARE SCHEME’S
Scale
% of Respondents
A
15
B
40
C
30
D
15
E
0
s 50 t n e 40 d n o 30 p s e 20 R f o 10 %
40 30
15
15
0
0
A
B
C
D
E
Scale
Scale: Scale: A=HIGHLY SATISFIED
B=SATISFIED C=NEITHER SATISFIED NOR DISSATISFIED
D=DISSATISFIED E=HIGHLY DISSATISFIED
INTERPRETATION : •
55% of the employees are satisfied with the benefits offered to them. While 40% are not satisfied.
50
SATISFIED WITH THE CAREER DEVELOPMENT PROGRAMMES
Scale
% of Respondents
A
5
B
25
C
45
D
25
E
0
50
s t n 40 e d n o 30 p s e 20 R f o 10 %
45
25
25
5 0
0 A
B
C
D
E
Scale
Scale: Scale: A=ALMOST ALWAYS
B=MOSTLY C=SOMETIMES D=RARELY E=NOT AT ALL
INTERPRETATION : •
30% of the employees responded that the company is planning their career but the remaining employees found that these programmes are not conducted on regular basis.
51
TO WHAT EXTENT DO THE SUPERIORS AND THE COLLEAGUES TAKE PAINS TO HELP AN EMPLOYEE WHO WANTS TO LEARN MORE ABOUT HIS JOB?
Scale
% of Respondents
A
20
B
40
C
40
D
0
E
0
50 s t 4 0 n e d 3 0 n o p s 2 0 e R f 1 0 o
40
40
20
0
0
D
E
% 0
A
B
C Scal
Scale: Scale: A=TO A GREAT EXTENT
B=TO A CONSIDERABLE EXTENT C= TO A SOME EXTENT
D= TO A LITTLE EXTENT E=NOT AT ALL
INTERPRETATION : •
60% of the responses are positive that they are satisfied but remaining 40% are satisfied to a little extent.
52
HIGHER LEVEL AWARE THE PROBLEMS OF THE LOWER L OWER LEVEL
Scale
% of Respondents
A
5
B
45
C
40
D
10
E
0
50
t n e 40 d n o 30 p s e 20 R f o 10 %
45 40
10 5 0
0 A
B
C
D
E
Scale
Scale: Scale: A=TO A GREAT EXTENT
B=TO A CONSIDERABLE EXTENT C=TO A SOME EXTENT
D=TO A LITTLE EXTENT E=NOT AT ALL
INTERPRETATION : •
50% of the samples said that the higher level is aware of their problems. The 50% of the employees are satisfied to little extent.
53
ARE REWARDS GIVEN ON THE BASIS OF VALID REASONS
Scale
% of Respondents
A
10
B
40
C
30
D
15
E
5
50
s t n 40 e d n 30 o p s 20 e R f 10 o % 0
40 30 15 10 5
A
B
C
D
E
Scale
Scale: Scale: A=ALMOST ALWAYS
B=MOSTLY
C=SOMETIMES D=RARELY
E=NOT AT ALL
INTERPRETATION : •
•
50% of the employees feel that the rewards are given on fair basis.
20% of the employees feel that the reward may be bias.
54
DO YOU RECEIVE THE ADEQUTE RECOGNITION FOR THE EXTRA EFFORTS
Scale
% of Respondents
A
20
B
35
C
30
D
10
E
5
40
s t n e d 30 n o p s 20 e R f 10 o %
35 30 20 10 5
0
A
B
C
D
E
Scale
Scale: Scale: A= ALMOST ALWAYS
B=MOSTLY C=SOMETIMES
D=RARELY
E=NOT AT ALL
INTERPRETATION : •
50% of the employees said that they always get recognition for extra work but remaining are not satisfied.
55
SATISFACTION REGARDING GRIEVANCES HANDLING PROCEDURE
Scale
% of Respondents
A
10
B
50
C
15
D
15
E
10
60
s 50 t n e d 40 n o p 30 s e R20 f o 10 %
50
15
15
10
10
0 A
B
C
D
E
Scale
Scale: Scale: A=STRONGLY AGREE
B=AGREE C=NEIGHTER AGREE NOR DISAGREE D= DISAGREE
E=STRONGLY DISAGREE
INTERPRETATION : •
60% of the employees are satisfied with the grievances handling procedure but the remaining are not to satisfied.
56
FINDINGS Working conditions of the organization:The study shows that the majority of the employees are satisfied. This is because there is an assumption that working conditions and satisfaction are interrelated contradicts the two factor theory of motivation. According this theory working conditions are part of maintenance factors which, when provided help to remove dissatisfaction.
Satisfaction level of designation:An appropriate level and well meaning meaning designation is definitely definitely a positive motivated. motivated. Because the study shows that 50% of the employees are satisfied and 30% are not satisfied with their designation. designation. Higher designation is perceived by the employees to raise their social status. Even a change in designation without any substantial rise in salary and perks may give lot of satisfaction to most of the employees.
Satisfaction level of responsibility and authority:The study shows that the employees are satisfied with the authority and responsibility given to them. them. Becau Because se respo responsi nsibi bilit lity y withou withoutt adeq adequa uate te autho authorit rity, y, may may most most of the the times, times, leave leave an employee confused and indecisive, because in the absence of authority he may at times, not be able to take prompt decision resulting in delayed action on his part.
Working environment in the organization:-
It is important that the atmosphere in which the employee works is very friendly and cooperative. The The study study show shows s that that the the positi positive ve result result that that the enviro environm nment ent is frien friendly dly,, enco encoura uragin ging g and competitive.
58
Communication with superiors:The importance importance of commun communicat ication ion has increase increased d with with the increase increase in the size of busines business, s, growing competition and advancement in technology. Like the study shows that some of the employees are so satisfied. So there should be an effective, clear and two way communications between superiors and subordinates.
Attitude of superiors towards the problems subordinates:The attitude of superiors should be friendly and understanding towards their subordinates. They should help them in solving problems. The study shows that the most of the employees indicate that the Attitude of superiors towards their problem is Hostile and problem solving and help their employee who wants to learn more about his job.
Superior involves subordinates while taking decisions:The study shows that the (50%) of the employees are involved in taking decision and remaining are not satisfied. So the employees are allowed to given their ideas, suggestion. This can increase employe employee e commitm commitment ent to work, work, producti productivity vity,, goals goals and motivat motivation. ion. Higher Higher level level should should take interest in the problem of the lower level.
Relationship with colleagues:There There shoul should d be a cordia cordiall relat relatio ionsh nship ip betwe between en the the empl employe oyees. es. The The study study resul results ts that that the the employees are having good relations with their colleagues.
Employees are allowed to take decision to solve their problems:Employees are given authority to take decision to solve their problems. The study shows that some of the employees are not satisfied because they have not much authority to take decision.
59
Satisfied with the salary package:The study shows that some of the employees are satisfied and some of them are not satisfied because the job responsibilities responsibilities are more and the salary paid is not accordance with it. It is one of the most important motivating factors. So the salary should be given on time.
Present performance appraisal procedure:Perf Perfor orma manc nce e appr apprai aisa sals ls are are done done to tran transl slat ate e feed feedba back ck on past past perf perfor orma manc nce e for for futu future re improvement in an employee’s performance. It can be used for promotions, transfers, evaluation of an employee. Because some of the employees are satisfied so it should be done on regular basis-half yearly or annually.
Satisfaction level of welfare schemes:Benefits are often perceived as indirect pay by the employees. The company is providing medical benefit scheme, marriage gift scheme and death relief fund. Due to the schemes most of the employees are satisfied but some of them are not so satisfied.
Satisfaction from training and development programme:The study shows that the employees are not so satisfied with training programme and growth opportunity. So the training programmes and growth opportunity are directed towards maintaining and improving current job performance, while development programmes, seek to develop skills for
future jobs. It is the responsibility of the management to identify the training needs of its employees and done initiate, appropriate training efforts.
60
Rewards are given on valid reason:When an employee does his work well, he naturally wants it to be praised and recognized by their superiors. Whenever an employee does his work well recognized in the form of praise and assignment of more interesting task is being given to the employees which motivates them. The study shows that the most of the employees are satisfied.
Self development and career development:The study shows that the employees are not satisfied with career development and self improvement programme. So the company’s duty is to organize these programmes on regular basis to develop the career of their employees.
Grievance handling procedure:The superiors listen to grievances of his subordinates and tries to remove them as soon as possible. If he unable to solve the problem, he takes up the matter with higher level of management.
61
CONCLUSION There have been innumerable studies & research projects conducted by many an organization but it can be easily concluded that no study showed that 100% of employees employees in an organization were fully satisfied. It has always been tried to find out the factors, which motivate the employees most. There has been no satisfactory answer until today. Various researchers researchers have been undertaken undertaken to find out motivating factors but no generalization could be reached. The human nature is so complex that it responds unpredictably at different times. The motivators differ from time to time, place to place and situation to situation and person to person. The same set of factors may motivate some persons but not at all, the same factors may motivate the same person at a different time and so on. In my project project “STUDY OF MOTIVA MOTIVATIO TIONAL NAL LEVEL LEVEL OF EMPLOYE EMPLOYEES ES AT THE INDOASIAN INDOASIAN FUSEGEAR LTD.” I have studied the following points:
•
Designation
•
Working environment
•
Training & development
•
Relationship with colleagues
•
Performance appraisal
•
Career development
•
Recognition
•
Communication
•
Welfare schemes
•
Freedom of taking decisions 63
Majority of the employees has satisfied with the working conditions and has average level of satisfaction towards designation and the authority and responsibility given to them. Almost all the employees responded that communication in the organization is open, effective and two ways. They found that working environment is co-operative and friendly having cordial relation with the colleagues. The study shows that the employees are not satisfied by the self-development and training and growth opportunities prevailed in the company. Some of the employees found that they are sometimes or rarely involved in taking decisions or in informal discussions. They are unsatisfied with the promotion and reward scheme and also unsatisfied with the performance appraisal procedure. They found that the higher level is little aware of the problems of the lower level.
So, at the end, it can be concluded that though there are some employees who are not satisfied with the working conditions but majority of the employees is fairly satisfied with the work culture at the INDO ASAIN FUSEGEAR LTD. Therefore, management should introduce new techniques and welfare schemes to motivate the employees.
64
SUGGESTIONS •
Present working conditions are appropriate up to an extent but still some Improvements are required.
•
Working environment should be co-operative and friendly.
•
Communication gap exists between management and employees sometimes. So, proper
channel of communication should be used.
•
While making discussions on matters related to employees, they should be asked to give
their suggestions.
•
Performance appraisal procedure should be carried out on regular basis.
•
Employees should be aware of the weakness for their betterment.
•
Management should introduce new benefits and welfare schemes.
•
Training programs should not be on pages but they should be appropriately carried out.
•
Self development and training needs of employees should be fulfilled.
•
There should be an effective co-ordination between various departments.
•
Employees must be constantly informed of company objectives, policies, procedures and
authority. •
Monthly review meeting must be arranged in order to gain more confidence of employees.
•
Reward and recognition should be given timely. 66
LIMITATION
There were few limitations, which were encountered during the project. They are as follows:
•
The sample size does not represent the true population.
•
Some of the employees did not took the questionnaire seriously.
•
Some of the respondents were hesitant to fully disclose the information.
•
Time is limited.
68
BIBLOGARPHY
ORGANISATIONAL BEHAVIOUR BY STEPHEN.P. ROBBINS PERSONNEL MANAGEMENT BY C.B.MEMORIA PERSONNEL MANAGEMENT BY ADWIN FLIPPO RESEARCH METHODOLOGY, METHODS AND TECHNIQUES BY C.R.KOTHARI
WEBSITE:-
www.indoasian.com
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QUESTIONNAIRE
NAME
:-
DESIGNATION
:-
QUALIFICATION
:-
DEPARTMENT
:-
EXPERIENCE
:-
1. a) b) c) d) e)
Are you satisfied with the existing working conditions of the organization? High Highly ly sat satis isfi fied ed Satis atisfi fied ed Neither Neither satis satisfied fied nor dissati dissatisfie sfied d Diss Dissat atis isfi fied ed Highly Highly dissa dissatis tisfie fied d
2. a) b) c) d) e)
Are you you satisf satisfied ied with with your your desig designati nation? on? High Highly ly sat satis isfi fied ed Satis atisfi fied ed Neither Neither satis satisfied fied nor dissati dissatisfie sfied d Diss Dissat atis isfi fied ed Highly Highly dissa dissatis tisfie fied d
3. a) b) c) d) e)
According to your task, are you satisfied satisfied with the the responsibility responsibility and authority authority given given to you? High Highly ly sat satis isfi fied ed Satis atisfi fied ed Neither Neither satis satisfied fied nor dissati dissatisfie sfied d Diss Dissat atis isfi fied ed Highly Highly dissa dissatis tisfie fied d
4. How do you find find the working environment environment in the organization? organization? a) Friend iendly ly b) Enco Encour urag agin ing g
c) Com Competi petiti tive ve d) Cool e) Dispu isputted
5. a) b) c) d) e)
a) b) c) d) e)
Do you get get clear commu communica nication tion from from your your superiors superiors? ? Almo Almost st alwa always ys Mostly Somet ometim ime es Rarely Not Not at all 72
6. What is is the attitude of superiors superiors towards your problems? problems? Hostile Indi Indiff ffer eren entt Enco Encour urag agin ing g Unde Unders rsta tand ndin ing g Prob Proble lem m Sol Solvi ving ng 7. Does you superiors involve you while taking decisions? OR To what extent do you think that when decisions are being made about certain work that you are to do, you are asked for your ideas? a) Almo Almost st alwa always ys b) Mostly c) Somet ometim ime es d) Rarely e) Not Not at all
8. a) b) c) d) e)
How often do superiors superiors invite their subordinates subordinates for an informal informal discussion discussion? ? Almo Almost st alwa always ys Mostly Somet ometim ime es Rarely Not Not at all
9. a) b) c) d) e)
Are you satisfied satisfied with with the relationship relationship that your colleagues colleagues are having having with you? you? High Highly ly sat satis isfi fied ed Satis atisfi fied ed Neither Neither satis satisfied fied nor dissati dissatisfie sfied d Diss Dissat atis isfi fied ed Highly Highly dissa dissatis tisfie fied d
10. According to your nature of job, are you satisfied with your salary package? a) High Highly ly sat satis isfi fied ed
b) c) d) e)
Satis atisfi fied ed Neither Neither satis satisfied fied nor dissati dissatisfie sfied d Diss Dissat atis isfi fied ed Highly Highly dissa dissatis tisfie fied d
11. Are you satisfied with the present performance appraisal procedure? a) High Highly ly sat satis isfi fied ed b) Satis atisfi fied ed c) Neither Neither satis satisfied fied nor dissati dissatisfie sfied d d) Diss Dissat atis isfi fied ed e) Highly Highly dissa dissatis tisfie fied d 73
a) b) c) d) e)
12. Are you satisfied with the employees benefit, security & welfare scheme’s introduced by the Organization? High Highly ly sat satis isfi fied ed Satis atisfi fied ed Neither Neither satis satisfied fied nor dissati dissatisfie sfied d Diss Dissat atis isfi fied ed Highly Highly dissa dissatis tisfie fied d
a) b) c) d) e)
13. To what extent do the superiors and the colleagues take pains to help an employee who wants to learn more about his job? To a gre great at exte extent nt To a con consid sider erabl able e exten extentt To some ome ext exten entt To a lit littl tle e ext exten entt Not at all
a) b) c) d) e)
14.To what extent are people in the higher levels aware of the problems of the lower levels in the organization? To a gre great at exte extent nt To a con consid sider erabl able e exten extentt To some ome ext exten entt To a lit littl tle e ext exten entt Not at all 15. Do you think company is planning your career development programmes? a) Almo Almost st alwa always ys b) Mostly c) Somet ometim ime es d) Rarely e) Not Not at all 16. How often are the rewards (such as praise and promotions) given strictly on the basis of valid reasons?
a) b) c) d) e)
Almo Almost st alwa always ys Mostly Somet ometim ime es Rarely Not Not at all
17. Do you receive the adequate respect/ recognition for your extra efforts? a) Almo Almost st alwa always ys b) Mostly c) Somet ometim ime es d) Rarely e) Not Not at all 74
a) b) c) d) e)
18.“There is a general feeling that grievances of the employees are handled properly.” To what extent do you agree with this statement? Stro Strong ngly ly agre agree e Agree Neith Neither er agre agree e nor nor disagr disagree ee Dis Disagre gree Strong Strongly ly disag disagre ree e
Suggestions: ___________________________________________________________________________ ___________________________________________________________________________ ___________________________________________________________________________ _____________________________________________
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