Professional Documents
Culture Documents
INTRODUCTION
Motivation is an effective instrument in the hands of the management in
inspiring the work force .It is the major task of every manager to motivate his subordinate or to
create the will to work among the subordinates .It should also be remembered that the worker
may be immensely capable of doing some work, nothing can be achieved if he is not willing to
work .creation of a will to work is motivation in simple but true sense of term.
Motivation is an important function which very manager performs for actuating the people to
work for accomplishment of objectives of the organization .Issuance of well conceived
instructions and orders does not mean that they will be followed .A manager has to make
appropriate use of motivation to enthuse the employees to follow them. Effective motivation
succeeds not only in having an order accepted but also in gaining a determination to see that it is
executed efficiently and effectively.
In order to motivate workers to work for the organizational goals, the managers must determine
the motives or needs of the workers and provide an environment in which appropriate incentives
are available for their satisfaction .If the management is successful in doing so; it will also be
successful in increasing the willingness of the workers to work. This will increase efficiency and
effectiveness of the organization .There will be better utilization of resources and workers
abilities and capacities.
There is no universal theory that can explain the factors influencing motives which control mans
behavior at any particular point of time. In general, the different motives operate at different
times among different people and influence their behaviors. The process of motivation studies
the motives of individuals which cause different type of behavior.
Definition of Motivation.
According to Edwin B Flippo, Motivation is the process of attempting to influence others to do
their work through the possibility of gain or reward.
Significance of Motivation
Motivation involves getting the members of the group to pull weight effectively, to give their
loyalty to the group, to carry out properly the purpose of the organization. The following results
may be expected if the employees are properly motivated.
1. The workforce will be better satisfied if the management provides them with opportunities to
fulfill their physiological and psychological needs. The workers will cooperate voluntarily
with the management and will contribute their maximum towards the goals of the enterprise.
2. Workers will tend to be as efficient as possible by improving upon their skills and knowledge
so that they are able to contribute to the progress of the organization. This will also result in
increased productivity.
3. The rates of labors turnover and absenteeism among the workers will be low.
4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.
5. The number of complaints and grievances will come down. Accident will also be low.
6. There will be increase in the quantity and quality of products. Wastage and scrap will be less.
Better quality of products will also increase the public image of the business.
Motivation Process.
1. Identification of need
2. Tension
3. Course of action
4. Result Positive/Negative
5. Feed back
Theories of Motivation.
Understanding what motivated employees and how they were motivated was the
focus of many researchers following the publication of the Hawthorne study results (Terpstra,
1979). Six major approaches that have led to our understanding of motivation are Mcclellands
Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need hierarchy
or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory, Two
factor Theory.
McClellands Achievement Need Theory.
According to McClellands there are three types of needs;
Need for Achievement (n Ach);
This need is the strongest and lasting motivating factor. Particularly in case of persons who
satisfy the other needs. They are constantly pre occupied with a desire for improvement and lack
for situation in which successful outcomes are directly correlated with their efforts. They set
more difficult but achievable goals for themselves because success with easily achievable goals
hardly provides a sense of achievement.
Need for Power (n Pow)
It is the desire to control the behavior of the other people and to manipulate the surroundings.
Power motivations positive applications results in domestic leadership style, while it negative
application tends autocratic style.
3
a routine tool of personnel trade and when these needs are active, they act as powerful
conditioners of behavior- as Motivators.
Hierarchy of needs; the main needs of men are five. They are physiological needs, safety needs,
social needs, ego needs and self actualization needs, as shown in order of their importance.
SelfActualizatio
n
Ego Needs
Social Needs
Safety Needs
Physiological Needs
Fig (2.1)
The above five basic needs are regarded as striving needs which make a person do things. The
first model indicates the ranking of different needs. The second is more helpful in indicating how
the satisfaction of the higher needs is based on the satisfaction of lower needs. It also shows how
the number of person who has experienced the fulfillment of the higher needs gradually tapers
off.
Physiological or Body Needs: - The individual move up the ladder responding first to the
physiological needs for nourishment, clothing and shelter. These physical needs must be equated
with pay rate, pay practices and to an extent with physical condition of the job.
Safety: - The next in order of needs is safety needs, the need to be free from danger, either from
other people or from environment. The individual want to assured, once his bodily needs are
satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety
needs may take the form of job security, security against disease, misfortune, old age etc as also
5
against industrial injury. Such needs are generally met by safety laws, measure of social security,
protective labor laws and collective agreements.
Social needs: - Going up the scale of needs the individual feels the desire to work in a cohesive
group and develop a sense of belonging and identification with a group. He feels the need to love
and be loved and the need to belong and be identified with a group. In a large organization it is
not easy to build up social relations. However close relationship can be built up with at least
some fellow workers. Every employee wants too feel that he is wanted or accepted and that he is
not an alien facing a hostile group.
Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition,
respect and prestige in the work group or work place such as is conferred by the recognition of
ones merit by promotion, by participation in management and by fulfillment of workers urge for
self expression. Some of the needs relate to ones esteem
e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this means
praise for a job but more important it means a feeling by employee that at all times he has the
respect of his supervisor as a person and as a contributor to the organizational goals.
Self realization or Actualization needs: - This upper level need is one which when satisfied
provide insights to support future research regarding strategic guidance for organization that are
both providing and using reward/recognition programs makes the employee give up the
dependence on others or on the environment. He becomes growth oriented, self oriented,
directed, detached and creative. This need reflects a state defined in terms of the extent to which
an individual attains his personnel goal. This is the need which totally lies within oneself and
there is no demand from any external situation or person.
J.S Adams Equity Theory
Employee compares her/his job inputs outcome ratio with that of reference. If the employee
perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality,
increased absenteeism, voluntary resignation.
6
Y Theory
People will exercise self direction and control towards achieving objectives they are
committed to People learn to accept and seek responsibility.
Types of Motivation.
Intrinsic motivation occurs when people are internally motivated to do something because it
either brings them pleasure, they think it is important, or they feel that what they are learning is
morally significant.
Extrinsic motivation comes into play when a student is compelled to do something or act a
certain way because of factors external to him or her (like money or good grades)
Incentives
An incentive is something which stimulates a person towards some goal. It activates human
needs and creates the desire to work. Thus, an incentive is a means of motivation. In
organizations, increase in incentive leads to better performance and vice versa.
Need for Incentives
Man is a wanting animal. He continues to want something or other. He is never fully satisfied. If
one need is satisfied, the other need need arises. In order to motivate the employees, the
management should try to satisfy their needs. For this purpose, both financial and non financial
incentives may be used by the management to motivate the workers. Financial incentives or
motivators are those which are associated with money. They include wages and salaries, fringe
benefits, bonus, retirement benefits etc. Non financial motivators are those which are not
associated with monetary rewards. They include intangible incentives like ego-satisfaction, selfactualization and responsibility.
INCENTIVES
Financial Incentives
Non-financial incentives
- Competition
Bonus
- Group recognition
Medical reimbursement
- Job security
Insurance
- Praise
Housing facility
Retirement benefits.
- Workers participation.
-
Knowledge of result
Suggestion system.
Ability in turn depends on education, experience and training and its improvement is a slow and
long process. On the other hand motivation can be improved quickly. There are many options
and an uninitiated manager may not even know where to start. As a guideline, there are broadly
seven strategies for motivation.
There are broadly seven strategies for motivation.
Restructuring jobs
Essentially, there is a gap between an individuals actual state and some desired state and the
manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this
gap.
CHAPTER - II
INDUSTRY PROFILE
Introduction:
India is a large, highly populated Country of around one billion people, with
an economy, which is steadily growing. As per the study, there were an estimated 125 million
dwellings in India (1995), but 200 million households. This reveals an acute housing shortage.
The U.N. predicts an increase in the population of 1.6% per annum. There is a gradual migrant
shift from rural to urban areas and 27% of the population now lives in urban areas as compared to
20% in 1971. There is a large difference in amenities between the urban population and the rural.
In 1994, 70% of the urban population had access to adequate sanitation, whereas in the rural
community only 14% had access.
In 1991, approximately 64% of urban households had some kind of toilet facility
compared with 9% of the rural areas. There is a widening difference in income between different
regions, the rich and the poor. Sanitation is a must for every individual of our society. According
to the Government estimates, more than 50% of the urban population does not access to sanitation
facilities. Condition of the rural areas abyssmal that only 6% of the population are covered by
sanitation.
Population Covered by Sanitation Facilities
Years
1985
1990
1997
Rural
0.7
2.4
6.4
Urban
28.4
45.9
49.3
Sanitaryware demand :
Sanitaryware Industries in India for the last 6-7 years have shown very
dramatic growth with major players doubling their production capacity. The Companies have also
10
upgraded their manufacturing system by introducing Battery Casting, Beam Casting and have
gone in for latest imported Fast Firing Cycle Kiln Technology.
These Companies have also upgraded their quality and have introduced high value range
in the market, which has been accepted and appreciated. The demand for high value Sanitaryware
in India is growing very fast. The Companies are trying to meet the demand as the realization per
Metric Ton for high value product is very good which ultimately results in good profitability. In
order to educate the customers in India to go for quality products and also for higher value
sanitarywares, companies have adopted a very aggressive advertisement campaign. Companies
have also strengthened their dealer network by offering showroom incentives and some of the
companies have also gone for their own retail outlets in major towns. The demand for
Sanitarywares in India is growing @ 15% -17% every year.
Industry overview:
The sanitaryware industry in India is divided in two sectors. The organized
sector consisting of 5 companies (M/s. Hindustan Sanitary Industries Limited, M/s. E.I.D. Parry,
M/s. Swastik Sanitarywares Limited, M/s. Madhusudan Ceramics, M/s. Neycer India Limited),
manufacturing sanitaryware for the last 15-20 years and have established their Brand image. The
organized sectors produce fully vitrified sanitarywares, using latest technology and best of
Ceramic Raw Materials available in India. The unorganized sectors have adopted local Indian
technology to manufacture the basic sanitaryware products. Since the availability of raw material
is in abundance and also very cheap in the state of Gujarat & Rajasthan, various companies have
established their factory in these areas. They are producing the basic sanitaryware in various
brands. Unorganized sector's percentage of production capacity and also their sales in the local
domestic market are higher than that of the organized sectors' sales.
Unorganized sanitaryware manufacturer comes under small sectors and hence enjoy the benefit of
Nil Excise Duty and Sales Tax and hence they sell their products in the domestic market
approximately 70% cheaper than the organized sector products.
Government of India Policy on Housing Sector is very encouraging. The Government has
announced Income Tax rebate on housing loan to boost the housing sector. All financial
11
institutions are lending money for construction of house at a very low rate of interest.
Government figure shows that Housing Sector is growing by approximately 25% every year. The
need of Housing in India with 100 crores population looks to be very potential.
As per DGTD Survey Report there is a shortage of about 20 million houses in the country by the
end of 8th Five Year Plan.
The housing has become a basic necessity, as people in India are looking forward for improved
sanitary condition. The concept of making toilet is fast growing even in village areas, where toilet
till last two years did not exist.
The cost of producing sanitaryware in India is substantially low as compared to the advance
countries, because the labour cost and the basic raw materials for manufacturing quality
sanitarywares is available at very cheap rate and in abundance. Because of our low cost of
production, Indian sanitarywares are very competitive in the neighboring countries and hence
export from India is also growing every day.
Demand Estimates :
The total demand for sanitaryware in India for the organized manufacturers is at present
approximately 80,000 M.T. per annum. The region wise demand pattern can be estimated as
follows:
NORTH SOUTH
EAST
WEST
TOTAL
18,000
32,000
15,000
15,000
80,000
Note: Every year the above demand is expected to grow by 15 to 17%.
Major players:
12
Until the mid 1940s the only Sanitaryware available in India was imported mainly
from UK and was used only in upper class residences in major cities. The first Sanitaryware
manufactured in India was by M/s. Parasuram Pottery Works. In the 1960s, companies like EID
Parry, in collaboration with Royal Doulton of UK and Hindustan Sanitaryware in collaboration
with Twyford of UK, started production of Vitreous China Sanitaryware. Other major players
who joined the organized sector were Madhusudan Ceramics and Neyveli Ceramics. In the 1980s,
7-8 other players had entered the organized sector, but most of them have since been taken over
by the majors.
The large foreign players like American Standard, Toto, Villeroy and Boch have also set up
distribution channels in India.
In addition to the branded products made by the above companies, there are a large number of
small-scale units mainly in Thangad and Morbi districts of Gujarat.
Concerns:
It has been observed that many sanitaryware manufacturers in the small-scale sector do not
manufacture ceramic sanitaryware to standard quality norms. Moreover some of these
manufacturers use the word "Vitreous" along with their brand name whereas they do not meet the
water absorption standards and thereby are misleading the consumers.
Outlook for Sanitaryware Industry in India:
In the next decade, India is expected to be one of the world's fastest
growing countries for sanitaryware consumption. The sanitation penetration has more than trebled
from 8% in 1982 to 18% in 1994 and to 29% in 1999.
The comparative penetration levels in neighboring countries are as follows: Pakistan: 50%, Sri
Lanka: 65%, Malaysia: 94% and Thailand: 96%.
The government impetus to improve hygiene and sanitation is likely to increase the demand for
sanitaryware in India. Moreover the increasing urbanization of India and the consequent
requirement for residential and commercial buildings will be a major driver for growth of
sanitaryware. Along with this the focus of the central and state governments to provide housing
13
1.
2.
3.
4.
5.
6.
World production:
India's Share:
Organized sector:
% Share of Production:
No. of units:
Production Capacity:
Actual Production:
7.
43%
6
103300 M.T. per annum
95000 M.T. per annum
Unorganized sector:
% Share of Production:
Production Capacity:
Actual Production:
57%
136700 M.T. per annum
120000 M.T. per annum
14
COMPANY PROFILE
Neycer India limited is formally known as Neyveli Ceramics
& Refractorys Limited, was promoted by South Madras. Industrial Development Company
Private Limited. An affiliate of Seshasyee brothers (Pvt) Limited. The company was
incorporated on 12th
a licensed capacity to
manufacture 1800tonnes of sanitary ware per annum.The technical collaboration for his venture
was provided by M/s Elemental Baykeramik vestries GMBH (KERAMAG) OF West Germany.
The project was completed and the commercial production commenced in October 1965.
The production plant was steadily increased and the rated capacity of 1800 tones per annum was
reached in 1967.
GROWTH AND EXPANSION:
The company after availing the technical services from M/s Bombay Potteries
and Tiles Limited, Bombay, increased its installed capacity from 1800 tonnes to 3000 tonnes. In
the year 1974-75, the installed was further increased from 3000 tonnes to 4200 tonnes per
annum at a further outlay. In april 1977,the agreement with M/s Bombay potteries and tiles
limited was terminated has the company had acquired the required skill and experience from
running the plant on their own strength.
In April 1979, the company further increase the capacity from 4200 tonnes per annum to
4800 tonnes involving the extension of casting shop introduction of the humidity control system
in one of the casting, shops, installation of a twin tunnel ories, construction of the new work
building was provided.
In 1987,the plant had increased the capacity from 7500 tonnes to 9000 tonnes.
15
16
There are various ambitious programmes contemplated to modernize the plant to achieve better
productivity and the best quality to meet the market requirements.
In 1989 1998, the Neycer further make improvements in their products, and also improve the
market at large. By producing the capacity of the product up to 12000 tonnes to 14500 tonnes.
In 1999 2002 the capacity of the Neycer had increased the installed capacity up to 15000
tonnes to 25000 tonnes per annum.
From 2003 2005 the capacity was further from 25000 tonnes to 30000 tonnes per
annum,Due to the more in improvements of the marketing activities.
From 2006 2009 the market has become very large then the capacity was further increased
from 30000 tonnes to 45000 tonnes per annum.
ABOUT THE PRODUCT
The Neycer is making a wide range of sanitary ware in 20 colours, The product range
include various types of wash closets, urinals, pans and toilet accessories.
The plant has got the production capacity if 12000 M.T.per annum.
We are having 2 Tunnels Kilns, one Push Bat Kiln and Shuttle Kiln.
The various production stages are briefly explained below.
1. RAW MATERIALS:
S.NO
RAW MATERIALS
1.
Ball Clay
2.
China Clay
3.
Feldspar
4.
Quartz
5.
Wollastonitc
17
6.
Calcitc
7.
Zircon
8.
Zinc Oxide
9.
CMC
10.
Chemicals
11.
Colour Staains
18
slips sieved and passed through powerful magnets for complete cllamination o9f iron
contamination.The processed glaze is stored in underground tanks with mixing arrangements.
After confirming the quality standards, the glaze is supplied to glazing department for spraying
operation. They are a number of Ball Mills for making different type of color glazes as per
production programme.
MOULDING:
Here the moulds required for casting department is made Moulds are made of Plaster of
Paris and water. First the model will be developed according to the requirement. Then the mother
mould will be taken from the model. From the mother mould, then Block and case will be taken
and from Block Case, working moulds will be made and sent for casting department after
drying.
MOULD MADING PROCESS:
After arranging the block and case with liquid soap application, plaster of Paris and water
are mixed in a stirrer to form slurry. Then the slurry is poured into the block and case and
allowed to set and released from the block and case. The released mould finished for removal of
soap and sent for drying in the; mould drying chamber for a maximum period of one week. After
drying, the moulds are finished with fine sand papers and checked for quality aspects. After
quality confirmation, the moulds are supplied to the casting debarment for casting.
Apart from plaster of Paris block and cases, we are making resin block and case mouldsan improved technology of block making.
19
CASTING DEPARTMENT:
Here the moulds are arranged in the wooden benches according to the production
programmers. First the moulds are cleaned and steatite powder, Slurry water is applied on the
moulds, where ever necessary.
Then the body slip coming through the pipe lines from the Slip House storage tank is
filled in the moulds. After getting the required thickness, the excess slip is drained out and sent
to slip house for re-cycling. After sufficient drying, de-molding is done and the ware is taken out
from the mould and kept in the storage rack for two days for air drying. Then the dried wares are
finished, inspected and sent for further drying in drying chamber.
DRYING CHAMBER:
From the Casting Shop the wares are coming out with high moisture content. In the
chamber dryer, the wares are allowed to stand for 16 to 20 hours. Waste heat coming out from
the Tunnel Kiln issued for drying wares. Then the dried wares are glazing.
NEW CDS DRYER:
On 2000, we have installed and commissioned one modern dryer of ceramic drying
systems UK. Here, the wares are dried.
GLAZING:
There are number of spray booths with conveyer arrangement. First the inspected ware is
subjected to perfect air blow for dust removal and the same is thoroughly water sponged. Then
the glaze is applied on the ware with the help of spray gun. Then the trade name stamp, ISI
Stamp, date stamp and sprayers inspectors, spongers and loaders code numbers are put on the
war in respective places with screen and rubber stamp. Then the glaze at the unwanted portion is
removed and the wares are sent for loading department.
20
SHUTTLE KILN:
This is new advanced type open firing kiln. This is imported from UK. Fuel is gas. It is
used normally for the re-firing. This can also be used for first firing.
LOADING:
Here the cars are kept with refractory setters according to the production pattern. A thin
coating of alumina wash is given on the setters to avoid sticking of wares on the setters. Thermo
Cole pieces are used for cushioning effect.
inspection and air blowing the car with wares are pushed inside the Tunnels Kiln for firing.
TUNNEL KILNS 1&2:
It is a continuous type of kiln. Fuel is natural gas. The ears loaded with the wars are
pushed into the kiln as per scheduled time with the help of hydraulic pushing machine and fired
around at 1200 approximately during the firing cycle. Centralized panel board is available for
controlling the temperature and draught. After completion of the firing and cooling, the cars are
taken out from the exit of the kiln and sent to the unloading and sorting department.
PUSH BAT KILN:
This is also converted in to gas firing. Here mainly Indian pan and Orissa pan are fired.
UNLOADING & SORTING DEPARTMENT:
The wares coming out from the kiln is unloaded here and classified as follows according
to Neycer specification which is more stringent than ISI norms.
Standard
A Class
Commercial
B Class
21
Faulty
Refire class-which is
Refired in Shuttle Kiln
After classification, suitable markings are given on the wares and sent to the packing yard
for sales. A flush testing room is provided with all fitting facilities to check up the flushing
performance of the daily products.
ORGANIZATIONAL CHART:
MANAGING DIRECTOR
Deputy General
Manager(Finance & HRD)
Senior Manager
(Administration)
Superintendent
Assistant Manager (Personal)
Assistant
Superintendent
Assistant
Assistant
Superintendent
Superintendent
CHAPTER III
22
To analyze and examine the effectiveness of Motivation Programmes in Neycer India limited
To study the effect of monetary and non-monetary benefits provided by the organization on
the employees performance.
To study the effect of job promotions on employees.
To study the employees opinion on the Motivation in Neycer India limited
23
CHAPTER II
REVIEW OF LITERATURE
Introduction
24
In any business organization or industry, profiteering is the prime aim. Profit can be got
only when the productivity is high and it is quite evident that productivity will be high only when
employee motivation is high.
Motivation has come from motives which are expressions of human needs by a human
being. In fact the activities of human being have particular motives or needs. The need can be
defined as, feelings of lack ness for some think a human being tries (activities), to get lackness
removed (satisfaction). Thus, human behavior (activities) is caused by motive or needs, and
motivation is the process of inducting persons to experience needs for certain desired behavior so
that organizational efficiency is achieved.
Findings from previous project
Mr.Scott(1960) found ten factors associated with motivation. They were pay, coworkers, supervisors, and types of work, working condition, identification of the company.
Overall job satisfaction, security, management.
Mr.Gilmar(1966), observed that, job satisfaction or dissatisfaction is the result of
various attitudes a person holding towards his job, towards related factors and towards life in
general.
Mr.Baldev, R.Sharma(1971), studied the determinants of job satisfaction among the
industrial workers. He took six variables for his study as work technology, monthly income,
occupational aspirations, requirement policy, union involvement and social-economic
background the findings of the study reveal that each independent variable is positively related to
job satisfaction and motivation.
Mr.Pastonjee (1973)has suggested that, motivation is summation of employees feelings
in four important areas of this area encompass factors, directly connected with the job, and other
two include factors not directly connected with the job.
25
Mr.S.K.Bhatia(1979), studied the job satisfaction among women workers taking into
consideration, health and safety, attitude towards salary, change in job, attitude etc., his
conclusion was that hygienic and motivating factors are important for the employee job
satisfaction and motivation.
Mr.S.K.Parthiban(1999), made a study on workers motivation will special reference to
meridian industries limited. Pollachi, taking with the considerations like job contents,
recruitment, selection, increments, management styles, individual factors, working conditions,
welfare facilities and industrial relations. The conclusion of the study reveals that the
management should provide necessary medical treatment to the employee to minimize the
occupational diseases.
Ms.M.Sevika (1999), has made a study on employees motivation in English tools and
casting private limited, Thamaraikulam, Pollachi. To collect the workers, the investigator used
questions in the areas of family data, job contents, recruitment, promotions, transfer,
management style, wages, individual factors, working condition, welfare facilities, industrial
relations, opinion factors, leave facilities etc.
CHAPTER IV
RESEARCH METHODOLOGY
26
27
Percentage of Respondent =
x 100
Total no. of Respondents
From the above formula, we can get percentages of the data given by the respondents.
CHAPTER VI
DATA ANALYSIS AND INTERPRETATION
TABLE 1: CLASSIFICATION OF RESPONDENTS ACCORDING TO GENDER
28
S.No
Gender
No. of Respondents
Percentage
Male
94
94%
Female
06
06%
Total
100
100.00
INTERPRETATION:
From the above table it is clear that 94% of the respondents are male and remaining 6%
of the respondents are female.
29
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Female; 6%
Male;
94%
Male
Female
30
S.No
Age Group
No
.of.
Percentage
Respondents
Below 30 Years
06
06%
31-35Years
02
02%
36-40Years
02
02%
41- 45 Years
20
20%
Above 45 Years
70
70%
100
100.00
Total
INTERPRETATION:
The above table shows that, 70% of the respondents are in the age group of above 45
years, 20% of the respondents are in the age group of 41-45 years, 6% of the respondents are in
31
the age group of below 30 years, 2% of the respondents are in the age group of Below 39 Years
and 2% of the respondents are in the age group of between 31-35Years respectively.
32
S.No
No
Respondents
Marital status
.of.
Percentage
Married
96
96%
Unmarried
04
04%
100
100.00
Total
33
INTERPRETATION:
From the above table it is inferred that 96% of the respondents are married
and remaining 4% of the respondents are unmarried.
34
120%
100%
96%
80%
Percentage
60%
40%
20%
4%
0%
Married
Unmarried
S.No
Educational Qualification
No
.of. Percentage
35
Respondents
32
32%
Technical education
22
22%
Under graduation
20
20%
Post-graduation
26
26%
100
100.00
Total
INTERPRETATION:
From the above table it was clear that, 32% of the respondents are having their
educational qualification at School level, 26% of the respondents are having their educational
qualification at Post graduation level, 22% of the respondents are having their educational
qualification at Technical level, and remaining 20% of the respondents are having their
educational qualification at under graduation level.
36
35%
30%
25%
20%
15%
Percentage
10%
5%
Po
st
-g
ra
du
at
io
n
Te
ch
ni
ca
le
du
ca
tio
n
U
nd
er
gr
ad
ua
tio
n
Sc
ho
ol
le
ve
l
ed
uc
at
io
n
0%
37
S.No
Monthly income
No
.of.
Percentage
Respondents
Rs.3,001 7,000
02
02%
Rs.7,001 15,000
22
22%
Above Rs.15,000
76
76%
100
100.00
Total
INTERPRETATION:
The above table shows that, 76% of the respondents are monthly income level were
Above Rs.15,000, 22% of the respondents monthly income level were Rs.7,001 15,000,
remaining 2% of the respondents monthly income level were Rs.3,001 7,000.
38
80%
70%
60%
50%
percentage
40%
30%
20%
10%
0%
39
S.No
Respondent opinion
Strongly agree
No.
Respondents
18
Agree
48
48%
Neutral
24
24%
Disagree
04
04%
Strongly disagree
06
06%
50
100
Total
of Percentage
18%
INTREPRETATION:
From the above table it is inferred that,48% of the employees are agree that motivation is
essential for employees, 24% of the employees are neutral, 18% of the employees are Strongly
agree, 6% of the employees are strongly disagree, 4% of the employees are disagree that
motivation is essential for employees.
40
60%
50%
48%
40%
30%
24%
20%
18%
10%
4%
0%
Strongly agree
Agree
Neutral
Disagree
6%
Strongly disagree
41
S.No
Type of motivation
Financial motivation
No.
Respondents
52
Non-financial motivation
18
18%
Both
30
30%
100
100
Total
of Percentage
52%
INTREPRETATION:
The above table shows that 52% of the respondents were prefer financial motivation,
30% of the respondents were prefer both and remaining 18% of the respondents were prefer that
only non-financial motivation.
42
60%
50%
40%
30%
20%
10%
Bo
th
ot
iv
at
io
n
N
on
-f
na
nc
ia
lm
ot
iv
at
io
n
0%
Fin
an
ci
al
m
Percenatge
43
S.No
Financial motivation
Incentives
No.
Respondents
18
Bonus
60
60%
Allowance
14
14%
Cash Awards
08
08%
100
100
Total
of Percentage
18%
INTREPRETATION:
From the above table it was clear that 60% of the respondents prefer bonus, 18% of the
respondents prefer incentives, 14% of the respondents prefer allowance and remaining 08% of
the respondent prefer cash awards.
44
70%
60%
50%
40%
Percentage
30%
20%
10%
0%
Incentives
Bonus
Allowance
Cash Awards
45
S.No
Non-financial motivation
Job security
No.
Respondents
15
Responsibility
07
14%
Promotion
20
40%
Recognition of work
08
16%
50
100
Total
of Percentage
30%
INTREPRETATION:
The above table shows that 40% of the respondents are preferring promotion, 30% of the
respondents are preferring job security, 16% of the respondents are preferring recognition of
work and remaining 14% of the respondents are preferring responsibility.
46
Recognition of work
16%
Promotion
40%
Responsibility
14%
Job security
0%
30%
5%
47
TABLE 4.10: RESPONDENT OPINION ABOUT WHETHER THE JOBS ARE GIVEN
ACCORDING TO THEIR QUALIFICATION AND SKILL
S.No
Respondent opinion
Strongly agree
No.
Respondents
14
Agree
23
46%
Neutral
08
16%
Disagree
05
10%
Strongly disagree
00
00%
50
100
Total
of Percentage
28%
INTREPRETATION:
From the above table it is clear that,46% of the respondents are agree that jobs are given
based on their qualification and skill, 28% of the respondents are Strongly agree, 16% of the
respondents are neutral and remaining 10% of the respondents are disagree with jobs is given
based on their qualification and skill.
48
CHART 4.10: RESPONDENT OPINION ABOUT WHETHER THE JOBS ARE GIVEN
ACCORDING TO THEIR QUALIFICATION AND SKILL
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Strongly agree
Agree
Neutral
Disagree
Strongly disagree
49
S.No
Respondent opinion
Strongly agree
No.
Respondents
10
Agree
27
54%
Neutral
07
14%
Disagree
04
08%
Strongly disagree
02
04%
50
100
Total
of Percentage
20%
INTREPRETATION:
From the above table it is indicate that,54% of the respondents are agree, 20% of the
respondents are Strongly agree, 14% of the respondents are neutral and 08% of the respondents
are disagree and remaining 04% of the respondents are strongly disagree with adequate tools
and equipment, materials supplied to you to work comfortably.
50
60%
54%
50%
40%
30%
20%
20%
14%
8%
10%
4%
di
sa
gr
ee
St
ro
ng
ly
eu
tr
al
N
ag
re
e
0%
St
ro
ng
ly
Percentage
51
S.No
Respondent opinion
Strongly agree
No.
Respondents
14
Agree
25
50%
Neutral
06
12%
Disagree
05
10%
Strongly disagree
00
00%
50
100
Total
of Percentage
28%
INTREPRETATION:
The above table shows that,50% of the respondents are agree, 28% of the respondents are
Strongly agree, 12% of the respondents are neutral and 10 % of the respondents are disagreed
with the satisfaction of working condition..
52
Disagree; 10%
Neutral; 12%
Agree; 50%
53
S.No
Respondent opinion
Strongly agree
No.
Respondents
06
Agree
17
34%
Neutral
11
22%
Disagree
13
26%
Strongly disagree
03
06%
50
100
Total
of Percentage
12%
INTREPRETATION:
From the above table it is inferred that,34% of the respondents are agreed, 26% of the
respondents are disagreed, 22% of the respondents are neutral and 12% of the respondents are
strongly agreed and remaining 06% of the respondents are strongly disagree with the statement
management encourages to improve the technical skills in the job.
54
40%
35%
34%
30%
26%
25%
22%
20%
15%
12%
10%
6%
5%
0%
0.5
1.5
2.5
3.5
4.5
5.5
55
S.No
Respondent opinion
Strongly agree
No.
Respondents
03
Agree
19
38%
Neutral
11
22%
Disagree
10
20%
Strongly disagree
04
08%
50
100
Total
of Percentage
06%
INTREPRETATION:
From the above table it is inferred that, 38% of the respondents are agreed, 22% of the
respondents are neutral, 20% of the respondents are disagreed and 08% of the respondents are
strongly disagreed and remaining 6% of the respondents are strongly agreed with the awareness
of the suggestion box system.
56
40%
35%
30%
25%
20%
15%
10%
5%
di
sa
gr
ee
St
ro
ng
ly
D
is
ag
re
e
eu
tr
al
N
Ag
re
e
ag
re
e
0%
St
ro
ng
ly
Percentage
57
S.No
Respondent opinion
Strongly agree
No.
Respondents
09
Agree
18
36%
Neutral
17
34%
Disagree
05
10%
Strongly disagree
01
02%
50
100
Total
of Percentage
18%
INTREPRETATION:
From the above table it is inferred that,36% of the respondents are agree, 34% of the
respondents are neutral, 18% of the respondents are strongly agree and 10% of the respondents
are disagree and remaining 02% of the respondents are strongly disagree with the utilization of
the suggestion box system.
58
40%
35%
30%
25%
20%
15%
10%
5%
di
sa
gr
ee
St
ro
ng
ly
eu
tr
al
N
ag
re
e
0%
St
ro
ng
ly
Percentage
59
S.No
Factor
Monetary benefits
No.
Respondents
16
Welfare scheme
08
16%
Job satisfaction
15
30%
Job security
11
22%
50
100
Total
of Percentage
32%
INTREPRETATION:
From the above table it is inferred that, 32% of the respondents are attracted by monetary
benefits, 305 of the respondents are attracted by job satisfaction, 22% of the respondents are
attracted by job security and remaining 16% of the respondents are attracted by welfare scheme
so as to retain in the same organization.
60
61
S.No
Respondent opinion
Strongly agree
No.
Respondents
06
Agree
24
48%
Neutral
09
18%
Disagree
07
14%
Strongly disagree
04
08%
50
100
Total
of Percentage
12%
INTREPRETATION:
From the above table it is clear that,48% of the respondents are agree, 18% of the
respondents are neutral, 14% of the respondents are disagree and 12% of the respondents are
strongly agree and remaining 08% of the respondents are strongly disagree with satisfaction on
overtime payments.
62
60%
50%
40%
30%
20%
10%
0%
0.5
1.5
2.5
3.5
4.5
5.5
63
S.No
Respondent opinion
Strongly agree
No.
Respondents
04
Agree
11
22%
Neutral
14
28%
Disagree
12
24%
Strongly disagree
09
18%
50
100
Total
of Percentage
08%
INTREPRETATION:
From the above table it is inferred that,28% of the respondents are neutral, 24% of the
respondents are disagree, 22% of the respondents are agree and 18% of the respondents are
strongly disagree and remaining 08% of the respondents are strongly agreed.
64
Strongly agree; 8%
Strongly disagree; 18%
Agree; 22%
Disagree; 24%
Neutral; 28%
65
S.No
Respondent opinion
Strongly agree
No.
Respondents
10
Agree
16
32%
Neutral
13
26%
Disagree
09
18%
Strongly disagree
02
04%
50
100
Total
of Percentage
20%
INTREPRETATION:
From the above table it is inferred that,32% of the respondents are agree, 26% of the
respondents are neutral, 20% of the respondents are strongly agree and 18% of the respondents
are disagree and remaining 04% of the respondents are strongly disagree with adequacy medical
facilities provided.
66
35%
30%
25%
20%
15%
percentage
10%
5%
di
sa
gr
ee
St
ro
ng
ly
eu
tr
al
N
St
ro
ng
ly
ag
re
e
0%
67
S.No
Respondent opinion
Strongly agree
No.
Respondents
02
Agree
15
30%
Neutral
20
40%
Disagree
12
24%
Strongly disagree
01
02%
50
100
Total
of Percentage
04%
INTREPRETATION:
The above table shows that 40% of the respondents are neutral, 30 % of the respondents
are agree, 24% of the respondents are disagree and 4% of the respondents are strongly agree and
remaining 02% of the respondents are strongly disagree with the satisfaction on training and
development programme.
68
45%
40%
40%
35%
30%
30%
24%
25%
20%
15%
10%
4%
5%
2%
di
sa
gr
ee
St
ro
ng
ly
eu
tr
al
N
ag
re
e
0%
St
ro
ng
ly
Percentage
69
S.No
Respondent opinion
Strongly agree
No.
Respondents
07
Agree
08
16%
Neutral
08
16%
Disagree
18
36%
Strongly disagree
09
18%
50
100
Total
of Percentage
14%
INTREPRETATION:
From the above table its observe that 36% of the respondents are disagree, 18 % of the
respondents are strongly disagree agree, both the 18% of the respondents are agree and neutral
respectively and remaining 14% of the respondents strongly agree with transport facility
provided by the organization.
70
36%
18%
16%
16%
Agree
Neutral
14%
Strongly agree
Disagree
Strongly disagree
71
S.No
Respondent opinion
Strongly agree
No.
Respondents
08
Agree
22
44%
Neutral
14
28%
Disagree
04
08%
Strongly disagree
02
04%
50
100
Total
of Percentage
16%
INTREPRETATION:
From the above table it is indicate that,44% of the respondents are agree, 28% of the
respondents are neutral, 16% of the respondents are strongly agree and 8% of the respondents are
disagree and remaining 4% of the respondents are strongly disagree with canteen facility
provide by the organization.
72
50%
44%
45%
40%
35%
28%
30%
25%
20%
16%
15%
8%
10%
4%
5%
di
sa
gr
ee
St
ro
ng
ly
eu
tr
al
N
ag
re
e
0%
St
ro
ng
ly
Percentage
73
S.No
Respondent opinion
Strongly agree
No.
Respondents
17
Agree
22
44%
Neutral
09
18%
Disagree
01
02%
Strongly disagree
01
02%
50
100
Total
of Percentage
34%
INTREPRETATION:
From the above table it is clear that,44% of the respondents are agree, 34% of the
respondents are Strongly agree, 18% of the respondents are neutral and 2% of the respondents
74
are disagree and 2% of the respondents are strongly disagree with the cordial relationship exist
with superiors is cordial.
50%
44%
45%
40%
34%
35%
30%
25%
18%
20%
15%
10%
5%
2%
2%
di
sa
gr
ee
St
ro
ng
ly
eu
tr
al
N
ag
re
e
0%
St
ro
ng
ly
Percentage
75
S.No
Respondent opinion
Strongly agree
No.
Respondents
08
Agree
20
40%
Neutral
17
34%
Disagree
05
10%
Strongly disagree
00
00%
50
100
Total
of Percentage
16%
INTREPRETATION:
From the above table it is observed that, 40% of the respondents are agree, 34% of the
respondents are neutral, 16% of the respondents are strongly agree and 10% of the respondents
are disagree with motivation is essential for job satisfaction.
76
40%
40%
34%
35%
30%
25%
20%
15%
10%
10%
5%
di
sa
gr
ee
0%
St
ro
ng
ly
eu
tr
al
N
ag
re
e
0%
St
ro
ng
ly
Percentage
16%
77
S.No
Respondent opinion
Strongly agree
No.
Respondents
07
Agree
17
34%
Neutral
18
36%
Disagree
07
14%
Strongly disagree
01
02%
50
100
Total
of Percentage
14%
INTREPRETATION:
From the above table it is inferred that,36% of the respondents are neutral, 34% of the
respondents are agree, both the 14% of the respondents are strongly agree and disagree and
78
remaining 02% of the respondents strongly disagree with motivation will result in creation of
high morale.
40%
35%
30%
25%
20%
15%
10%
5%
di
sa
gr
ee
St
ro
ng
ly
eu
tr
al
N
ag
re
e
0%
St
ro
ng
ly
percentage
79
S.No
Respondent opinion
Strongly agree
No.
Respondents
00
Agree
09
18%
Neutral
22
44%
Disagree
09
18%
Strongly disagree
10
20%
50
100
Total
of Percentage
14%
INTREPRETATION:
80
The above table shows that,44% of the respondents are neutral,20% of the respondents
are strongly disagree, 18% of the respondents are agree and again 18% of the respondents are
disagree and remaining 14% of the respondents strongly agree with high morale will result in
high productivity.
81
45%
40%
35%
30%
25%
20%
Percentage
15%
10%
5%
St
ro
ng
ly
di
sa
gr
ee
eu
tr
al
N
St
ro
ng
ly
ag
re
e
0%
TABLE 4.27: RESPONDENT OPINION ABOUT THE JOB ENLARGEMENT AND JOB
ENRICHMENTS CONSIDERATION
S.No
Respondent opinion
Strongly agree
No.
Respondents
05
of Percentage
10%
82
Agree
18
36%
Neutral
19
38%
Disagree
06
12%
Strongly disagree
02
04%
50
100
Total
INTREPRETATION:
From the above table it is inferred that,38% of the respondents are neutral, 36% of the
respondents are agree, 12% of the respondents are disagree and 10% of the respondents are
strongly agree and remaining 4% of the respondents were strongly disagree with job enlargement
and job enrichment are consider that the organization.
CHART 4.27: RESPONDENT OPINION ABOUT THE JOB ENLARGEMENT AND JOB
ENRICHMENTS CONSIDERATION
83
40%
35%
30%
25%
20%
Percentage
15%
10%
5%
di
sa
gr
ee
eu
tr
al
St
ro
ng
ly
St
ro
ng
ly
ag
re
e
0%
CHAPTER VII
FINDINGS OF THE STUDY
94% of the respondents are male.
70% of the respondents are in the age group of above 45 years.
84
work comfortably.
50% of the respondents are satisfied with the working condition.
34% of the respondents are agreed that the management encourages improving the
technical skills in the job.
38% of the respondents agreed that they aware of the suggestion box system.
36% of the respondents agreed that they utilized with the suggestion box system.
32% of the respondents are attracted monetary benefit so as to retain in the same
organization.
48% of the respondents are satisfied with overtime payments.
32% of the respondents are agreed that medical facilities provided are adequate.
40% of the respondents are neither satisfied nor dissatisfied with the training and
development programme.
36% of the respondents are disagreed with transport facility provided by the organization.
44% of the respondents are agreed that the canteen facility provide by the organization.
44% of the respondents are agreed that cordial relationship existing with the superiors.
40% of the respondents are agreed that motivation is essential for job satisfaction
44% of the respondents are neither agree nor disagree with high morale will result in high
productivity.
38% of the respondents are neither agree nor disagree with job enlargement and job
enrichment are considered by the organization.
85
CHAPTER VIII
SUGGESTIONS
The workers perform who perform well should be recognized well such that is motivates
him to work more effectively and drives others to achieve it. They should not be ignored.
A friendly atmosphere among all levels of workers has to be necessarily created in order
to function effectively. This is a necessity as the employees name it as a major dissatisfying
factor.
The workers have to be given feedback at regular intervals such that they can know about
their performance level.
To establish an informal council of members from each department, from different fields
to discuss on various problems and provide solution to it.
The workers should feel free in getting access with the superiors. The open-door policy
can be thrived.
The major disturbing factor identified from the analysis is working condition. Since it is
one of the most crucial factor creating lots of expectations from the respondents, here some
suggestion to improve the working condition, based on their finding.
86
Providing adequate number of water coolers then and there within the radius of the
manufacturing unit at a specific distance to provide the workers with hygienic drinking water.
Taking necessary measures to improve the quality of the food that has served in the
industrial canteen as the employees have a bad impression about it.
CHAPTER IX
,,,
CONCLUSION
The study concludes that, the motivational program procedure in Neycer India Limited is
found effective but not highly effective. The study on employee motivation highlighted so many
factors which will help to motivate the employees. Thus study was conducted among 100
employees and collected information through structured questionnaire. The Study helped to
findings, which were related with employee motivational, programs which are provided in the
organization.
The performance appraisal activities really play a major role in motivating the employees
of the organization. It is a major factor that makes an employee feels good in his work and results
in his satisfaction too. The organization can still concentrate on specific areas which are evolved
from this study in order to make the motivational programs more effective. Only if the
employees are properly motivated- they work well and only if they work well the organization is
going to benefit out it. Steps should be taken to improve the motivational programs procedure in
the future. The suggestions of this report may help in this direction.
87
ANNEXURE I
BIBLIOGRAPHY
BOOKS REFFERED
K.Aswathappa,
2006,
Organizational
Behaviour-
Text,
Cases
and
games,
Dale Yoder, Personal Management and Industrial Relations Prentice Hall of India
Private Ltd, New Delhi.
Joseph Tiffin & J. Mecoromic, Industrial Psychology prentice Hall of India Private
Ltd, New Delhi, 1971.
Chac Licoin, L. Satistical Method and Analysis Mc Graw Hill Book Company,
88
Gupta. S.P., Statistical Method Sulthan Chand & Sons, New Delhi, 1979.
www.hronline.com
www.oxforuniversitypress.in
www.google.books.com
www.encylopedia.com
www.wikipedia.com
www.slideshare.com
www.annauniversity/eliberary
89