INTRODUCTION TO THE TOPIC "MOTIVATION"

Performance results from the interaction of physical, financial and human resources. The first two are inanimate; they are translated into "productivity" only when the human element is introduced. However, the human element interjects a variable over which a management has limited control. When dealing with the inanimate factors of production, a management can accurately predict the input - output relationship and can even vary the factor it chooses in order to achieve a desired rate of production. In dealing with employees, however, an intangible factor of will, volition or freedom of freedom of choice is introduced, and workers can increase or decrease their productivity as they choose. This human quality gives rise to the need for positive motivation. In fact, the level of the performance of an employee is a function of his abilities and motivation. The first determiners what he can do, the second determines what he will do. Where there is a strong positive motivation, the employee's output increase; but where it is negative or a week positive motivation, his performance level is low. One of the key elements in personnel management is motivation: "it is the core of management which shows that every human being earnestly seeks a secure, friendly and supportive relationship which gives him a sense of worth in face-to-face groups which are most important to him.... A supervisor should strive to treat individuals with dignity and recognition of their personal worth. McGregor has stated that "the task of management is to arrange organizational condition and methods of operation so that people can achieve their own goals best by directing their own efforts toward organizational objectives." Successful supervisors will be those who integrate the goal-oriented action of individual workers with the pursuit of organizational goals. The goals of the individuals of the organization can be achieved through stimulating workers toward productive performance - called motivational process. It is a process of arousing action, sustaining the activity in progress, and regulating the pattern of activity. It attracts and initiates action and also serves as a factor in the continuation until objectives have been attained.

DEFINITION
Motivation has been variously defined by scholars. Usually one or more of these words are included in the definition: desires, wants, aims, goals, drives, motives and incentives "Motivation" is a Latin word, meaning "to move." Human motives are internalized goals within individuals. As Berelosn and Steriner state: "A motive is an inner state that energizes, activates, or moves and directs or channels behavior toward goals." Stanford and Wrightman describe a motive thus: It is restlessness, a lack, a yen a force. Once in the grip of a motive the organism does something. It most generally does something to reduce the restlessness, to remedy the lack to alleviate yen, to mitigate force."

OBJECTIVE OF MOTIVATION The purpose of motivation is to create condition 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 discipline and with pride and confidence in a most cohesive manner so that the goals of an organization are achieved effectively. Motivational techniques are utilized to stimulate employee growth. This was indicated by Clareance Francis when he was Chairman of General Foods. He said: "You can buy a man's time, you can buy a man's physical presence at a given place; you can even buy a measured number of skilled muscular motion per hour or day; but you cannot buy enthusiasm. You cannot buy initiative; you cannot buy loyalty; you cannot buy devotion of hearts, minds, and souls. You have to earn these things. TYPES OF MOTIVATION 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 improve way, or he may constrain them, by instilling fear in them or by using force, to do the desired work. In other words, he may utilize a positive or a negative motivation. Both these types are widely used by managements. A positive motivation involves the possibility of increased motive satisfaction, while negative motivation involves the possibility of decreased motive satisfaction.

Positive or incentive motivation is generally based on reward. According to Flippo, "positive motivation is a process of attempting to influence others to do your will through the possibility of gain or reward." People work for incentives in the form of the four "P"s of motivation; Praise, prestige, Promotion and Pay cheque. Positive motivation, in fact, includes: (1) Praise and credit for work done; (2) A sincere interest in subordinates as individuals; (3) Competition; (4) Participation; (5) Pride; (6) Delegation of responsibility; (7) Appreciation; and (8) Pay. According to Peter Drucker, the "real positive motivators are responsible for placement, high standard of performance, information adequate for self-control and the participation of the worker as a responsible citizen in the plant community." Incentive motivation is the "pull" mechanism. It has its own benefits. The receipt of awards, due recognition, and praise for work well done definitely lead to good team spirit, cooperation and a feeling of happiness. Negative or fear motivation is based' on force and fear. Fear causes persons to act in certain way because the are afraid of the consequences if they don't. If workers do not work, they are threatened with mechanism. Negative motivation has certain limitation; through its use only the minimum of effort is put in to avoid punishment. . Moreover, the imposition of punishment frequently result in frustration among those punished, leading to the development of maladaptive behavior. Punishment also creates a hostile state of mind, and an unfavorable attitude to the job. Moreover, it may result in lower productivity because it tends to disspate such human assets as loyalty, co-operation and esprit de corps. In spite of these demerits, negative motivation has been used to achieve the desired behaviour, as in the case of a fire, a breakdown, a panic or a riot. There is no management which has not used the negative motivation at some time or the other. However, in recent years, the trend has been towards the use of positive motivation. This tendency has been influenced by extensive unionization, a higher level of employee education, a number of researches in the field which have emphasized the importance of the use of positive motivation.

Extrinsic motivation is concerned with external motivators which employees enjoy -pay promotion, status, fringe benefits, retirement plans, health insurance schemes, holidays and vacations, etc. By and large, these motivators are associated with financial rewards. Intrinsic motivation, on the hand, is concerned with the "feeling of having accomplished something worthwhile," i.e., the satisfaction one gets after doing ones work well. Praise, responsibility, recognition, esteem, power, status, competition and participation are examples of such motivation. STEPS IN MOTIVATION Jucius has observed that the following steps be adopted in motivation: b) c) d) e) Sizing up situation requiring motivation; Preparing a set of motivating tools; Selecting and applying an appropriate motivation; and Following up the results of the application.

Sizing Up: This involves ascertaining motivational needs. All employees need motivation but of varying degrees. For example, one may need proper facilities for the education of ones children; others may want higher education for them. One may take pride in production quality work; another may be interested only in quality. Stress at sizeup stage must, therefore, be laid up as individual difference.

Preparing a set of motivating Tools: This requires selection of specific tools of motivation. An-executive, from personal experience, from the experience of others, and with the help for the personnel department, may draw up a list of the devices that may motivate different types of people under different types of people under different circumstance

Selecting and Applying Motivators: The executive should decide about the words, the tone of voice, the gestures, etc., to be used and make a necessary rehearsal for their proper use. Besides, it has also to be considered where and when motivation is to be applied. The place and timing for this purpose are important.

Feedback: This involves the finding the out of whether an individual has been motivated. If not, some other device may be applied. He further suggested that while stabling the steps of motivation, an executive should be guided by certain rules such as:

Variability: The methods of motivation should not be same but should change according to the circumstances, and also because no one set of motivators will be effective for everybody or for the same person over a period of time.

Self-interest and motivation: People are, by nature, selfish. When a person realizes that his own interests are best served by the attainedment of an organizations goal, he is likely to be motivated.

Attainability: It is necessary to establish goals which are reasonable and attainable. When such goals are attained, employee satisfaction is achieved. Unattainable goals often frustrate people.

Participation: The desirability of the participation of those to be motivated ensures that their co-operation is enlisted. This reduces suspicion of management's motivational aims. Proportioning Rewards: Motivation should be in proportion to the effort made.

The Human Element: Motivation appeals to the emotions. The executive who is most successful as a motivator can trace his success invariably to his skill in dealing with other people's feelings.

Individual Group Relationships: Motivation must be based on group as well as individual stimuli. Stimulation: Motivation must be based on a sound managerial theory.

A. FINANCIAL MOTIVATORS Such motivation is connected directly with money. Wages and salary, bonuses, profit-sharing, leave with pay, medical reimbursement, etc. are included under this type of motivation.

B. NON-FINANCIAL These motivators are not connected with monetary rewards. In the words of Dublin, "non-financial incentives are the psychic rewards of enhanced position that can be secured in the work organization." Some of the most commonly used non-financial motivation are: 1. Appraisal, praise and prestige: When he does his work well, the employee naturally wants it to be praised'and recognized by his boss and fellow-workers. "Praise seems to have its greatest value when given and received as recognition, and is not perceived by either party as an attempt to control the behavior of the recipient." Recognition satisfies human need for esteem by others and for self-esteem. This recognition may be shown in the form of praise, of a pat on the back of the employee or a recommendation for a pay raise, promotion, or assignment of more interesting tasks. Awards may be given in the form of articles, banquets honoring certain individuals, certificates and plaques, too, may be given, or the employees name may be entered on the Honours Board. 2. Status and pride: Status refers to "the social rank of a person", and satisfies social and egoistic needs. A management often tries to satisfy these needs by establishing status symbols and distinctions in its organization. 3. Competition: As a form of motivation, competition is widely used in an organization. Individuals do compete with one another if they feel they have chances of winning and satisfying their "ego." This competition may be in regard to sales, production, or safety measures.

4. Delegation: An authority is the right to act, to direct, and to requisition resources needed to properly perform the job. The delegation of a substantial amount of responsibility to execute a given task often proves to be a string motivating force. 5. Participation: It implies the physical and mental involvement of the people in an activity, especially in that of decision-making. This satisfies ones ego and self-esteem, and the needs of creativeness and initiative. 6. Job security: For some employees, this is an equally important motivator. Job security implies that an employee would continue on the job in the same plant or elsewhere, and that he shall enjoy economic and social security through health and welfare programs providing security against sickness, unemployment, disability, old age, and death. 7. Job enlargement or whole job concept: It is the process of increasing the complexity of the in order to appeal to the higher-order needs of workers. It implies that the employee performs more varied tasks, which are all on the same level, the idea being to make the jobs less monotonous. 8. Job rotation: It implies the shifting of an employee from one job to another so that monotony and boredom are reduced. The basic objective of job rotation is the increase the skill and knowledge of the employee about related jobs. In job rotations, workers learn to do all the different activities necessary for an operation or unit of work. 9. Job loading: It implies making the more interesting. A horizontal job loading assumes that if employees are given more work at the same level at which they are currently performing, they will be motivated to work harder and also be more satisfied with their work. In a vertical job loading, changes in jobs include areas of responsibility. Jobs are restructured so that they will become intrinsically more interesting.

10. Job enrichment: It is a form of changing or improving a job that a worker is likely to be more motivated. It provides the employees with the opportunity for greater recognition, advancement, growth and responsibility. Through job enrichment, the job is made more interesting and challenging. 11. Reinforcement: Reinforcement is a powerful motivation tool. Reinforcement is built on two principles: i. That behavior which appears to lead to a positive consequence (or reward) tends to be repeated; while behavior that appears to lead to a negative consequence tends not to be repeated; and ii. Therefore, by providing the properly scheduled rewards, it is possible to influence people's behavior. 'Positive' and 'Negative' reinforcement focus on getting employees to learn the 'desired' behavior. On the other hand, 'extinction' (with-holding merit raises) and 'punishment' focus on unlearning the 6undesired' behavior and cannot be of much use in teaching persons the correct, desired behavior, 12. Quality of work life: The term "quality of work life" means different things to different persons. For example, to a worker on an assembly line, it may just mean a fair days pay, safe working condition, and a supervisor who treats him with dignity.

EXECUTIVE MOTIVATORS
Managers are persons responsible for achieving organizational goals through people. They are held accountable for their own performance as well as the performance of those who are their subordinates. They have the responsibility to see that the behavior of their subordinates is supportive of the organization rather than detrimental to it.

GUIDELINES FOR MOTIVATING EMPLOYEES AND THE MANAGERS: We suggest below line of guidance for motivating people: 1. The management should let his people know that he considers them valuable, capable individuals, i.e., should treat the people with respect with and honesty. 2. He should make sure that subordinates have the tools to get the job done for achieving the goals. 3. The persons should be fitted on the job where he can set his own standard, get concrete feedback and deal with moderate risks. 4. He should avoid building "dissatisfies" into the job, i.e., he should make sure that salary and working conditions are adequate. 5. He should set fair, achievable goals and communicate them to the employees, accomplishment of the goals. 6. The people should be made known, through feedback, how they are doing. 7. All such techniques as reinforcement incentives, MBO, job enrichment and maintenance of high morale should be utilized. 8. Job analysis selection and training should be used to ensure that people are hired who could do Jthe jobs if they wanted to- people with the required skills and abilities. Managers may be rewarded through recognition, advancement, achievement, and other kinds of more advanced fulfillment.

COMPANY PROFILE
CEEJAY TOBACCO LIMITED
Ceejay tobacco was established in the year 1919 in pal chowk region of Gondia district which is declared as backward area by central government. industry was established by late shri. MANOHAR BHAI PATEL .The industry is engaged in manufacturing beedi. Now The ceejay TOBACCO LIMITED Was managed by Mr. Praful Patel, Even before Praful Patel would change the maroon carpets and the ivory leather upholstery at his second floor office in Rajiv Gandhi bhavan Which new minister undertake with great Zeal to undo the legacies of their predecessors the.Rs.400 Crore beedi King from Maharashtra head managed to send many a senior united progressive Alliance (UPA) Into a fail/spin thanks to his decision to cap foreign direct investment (FDI).

Management: The Company is soundly managed by its management team. Mr. Praful Patel Proprietor of The Company, himself is a Business Magnet and contribute to the development of the unit. The manage , Mr. Praful Patel is in charge of the industry and manage the day to day production of the unit.

Constitution: CEEJAY TOBACCO LIMITED is a Proprietary Firms and was registered in District, Industries center in 1919 located at 22/9, Pal Chowak, Gondia, Dist. Gondia. The proprietor of the unit is Mr. Praful Patel

APPLICATION OF THE PRODUCT:

Beedi Is a Type of Cheap Indian agarette in which tobacco is rolled in tendu leaves Jangipur, in murshidabad district, is home to 700,000 beedi-rollers, the biggest beedi manufacting centre in India, while gondia has about 60,000 workers inside beedi manufacturing units including those owred by the Ceejay Gorup Of Praful Patel.

Source Of Finance:
In 1919, Company was established by its own finds and with the help of partners and family Funds. Later in 1984. Unit fetched a working capital loan of Rs 45 lacs from state Bank of India, Gondia Branch. The Fixed assets and working loan 90 lacs as near about Rs 1.25 Crore

RESEARCH METHODOLOGY
Title of the Study:
"A Study of Motivation of Employees at Ceejay Tobacco Limite, Gondia" Selection of Topic: At the outset as the researcher is a student of BBA Final year, Department of Management, N.M.D. College Gondia, has taken up the said topic mainly due to reasons that:

The ultimate success of any organization depends upon various policies laid down by the organization to its employees. Similarly introduction of Motivational policies is a source of efficiency of the workers. Since the topic tells individual employees of Ceejay Tobacco Limited about the Motivational policies and their benefits to every individual employees and the employer, the researcher to select the topic as "A Study of Motivation of Employees of Ceejay Tobacco Limited, Gondia"

Objectives of the Study:

a. To study the respondents personal background and their job information. b. To know the awareness among the employees about the various policies of Motivation. c. To find the satisfaction among the respondents related with policies. d. To find the reason for non-satisfaction up to great extent with various policies. e. To suggest the management based on the research finding. f. To learn research methodology.

Basic Research Questions:

The researcher formulated following basic research questioner: 1. What are the Motivational policies as per the establishment rule of the company provided to the employees? 2. What is the level of satisfaction among employees about various Motivation policies? 3. What is reason for dissatisfaction among employees about various Motivation policies?

Hypothesis:
1. The respondents are satisfied up to great extent with Motivation policies. 2. The respondents are not satisfied up to great extent with Promotion Policies.

Research Design:
To design means to plan i.e. the process of decisions before the situation arsis, in which the decision to be carried out. It is thus a process of deli borate anticipation directed towards bringing an expected situation under. For any research, the design is very important. Research design is a parameter or boundary, which allows researcher to work the boundary. For this study the researcher has used 'descriptive and evaluative research design' because in this research design the researcher has been allowed to go into deep of the study.

Method of Research:
The researcher used "Survey99 method as he came into direct contact with the employees and it also permitted greater objectivity.

Scope of the Study:

The scope of the study limited to the study of opinion of process of Motivation provided in the Ceejay Tobacco Limited, Gondia. The time span of the study is limited between 01-09-2009 to 15-09-2009.

i) Area of Study: The present study is limited to the regular employees of Ceejay Tobacco Limited, Gondia.

Methods of Data Collection:

Primary Method: In the primary source, the researcher used the 'Interview scheduled method' for collection of data. It is a direct method for collection of data. Secondary Method: The secondary sources or methods used as supportive sources to the interview methods used as supportive sources to the interview method were sources like records, books, and observation and research papers. Tools of Data Collection: In the present study, researcher had used the 'Interview schedule' as the primary tool for the data collection. The researcher also took the help of various literature and dissertation for collection of data as the secondary method. Before finalizing the interview schedule, the researcher did the presenting of the interview schedule.

Period of data Collection:

The period of data collection was from 01 -09-2009 to 15-09-2009.

Data Processing:
1. Editing: It is the first step of the data processing. It is the process of examination and scrutinizing the data collected by interview Schedule and finally to get relevant and correct information which can be properly coded. 2. Coding: Coding is the process, which helped the researcher to organize the data into classes, and symbols, which were further, helped the researcher to organize the data into classes and symbols which was further helpful for tabulating the same. 3. Master Chart Preparation: The researcher prepared the master chart and positioned the data from the schedule into master chart in a coded from, so that collected information could be seen and understood at a glance. 4. Tabulation: The researcher tabulated the raw data by displaying it in compact from of further analysis. The researcher prepared simple Tables. 5. Analysis and Interpretation: The researcher after tabulation analyzed and interpreted the data, as the collected data in itself does not provide and answer to the research problems. Thus is done in order to provide a general understanding of the factors collected. It also heaped to provide a theoretical conception, which served as a guide for further research.

Limitation of the Study:

The study is limited to the study of the clerical personnel of personnel department due to non-availability are not included. The researcher is a learner and it is obvious that the perfection cannot be ensured.

EFFECTS ON EMPLOYEES
Career of identity
Recognition is closely tied to the concept of identity. Identity is built initially in the private sphere and continues to develop in the public sphere, particularly in the workplace. Work therefore becomes "a crystallizing medium for identity." Through their work, individuals can define themselves as human beings and confirm their earlier development. In the public sphere, identity is built through others* perception of us, and especially the self-perception they mirror back to us. Employee recognition can promote identity development by putting individuals in a positive light and acting as a catalyst for personal growth.

Source of meaning in work

Employee recognition also helps make work meaningful, giving it a renewed sense of dignity and the ability to be a source of pleasure and satisfaction. More than the completion of tasks for financial reward, work becomes a source of meaning.

Self-esteem booster
Recognition helps reinforce employees1 sense of personal skill and self-esteem. Daily expressions of gratitude and an appreciation of know-how lead employees to see themselves in a positive light and understand their value within the organization.

Increased motivation and satisfaction

Bourcier & Palobart (1997) highlight the importance of employee recognition as a source of motivation and satisfaction. When employees believe they have a well-defined place within the organization and their contribution is fully appreciated, they are more apt to dedicate themselves to their work and feel motivated to do their best. Motivation drives action, in some sense, and determines work behaviors. Recognition also fosters a feeling of competency and gives employees a certain sense of satisfaction. By contributing to employee satisfaction and motivation, recognition has a positive impact on company productivity and performance.

 Mental health
Work can directly affect employee mental health. Mental health at work refers to workers' sense of psychological, physical, and emotional wellbeing or illbeing at work. According to a study conducted by the Chair in Occupational Health and Safety Management at Universite Laval, the level of psychological distress of hospital, university, forest, and metallurgy industry workers is 43%-more than double the rate for all Quebecers (20%). Among the factors cited as causes of this distress, lack of employee recognition comes in second, right behind overwork. In short, the lack of employee recognition may be considered as a leading risk factor for high psychological distress at work.

APPENDIX (A) Questionnaire PERSONAL RELATED QUESTIONS 1. Age group of the employees 18-23 24-29 30-35 36 & above

2. Qualification of the employees S.S.C H.S.C Graduate Post graduate

3. Marital status of employees Married Unmarried

3. Family background of employers? Joint Nuclear

4. Age group of employes 20-30 30-40 40-50 50-60

3. Monthly income of employees 3000-4500 4500-6000 6000-7500 7500 & above

4. Length of service Less than 2 yrs 2-4 yrs 4-6 yrs 6 & above

7. Satisfactory Level of employees with regards to compensation and other benefit Satisfied Partially satisfied Not Satisfied

8. Satisfactory levels of employees with regard to incentives provided by the company for higher productivity: Satisfied Partially satisfied Not Satisfied

9. Satisfactory level of employees with recognition of their work by the supervise: Satisfied Partially satisfied Not Satisfied

10. Satisfactory level of Employees with regards to suggestion and opinion: Satisfied Partially satisfied

Not Satisfied

11 Satisfactory level of Employees with regards to non-statuary benefits like sharing of profits or offering or offering shares: Satisfied Partially satisfied Not Satisfied

12 Satisfactory level of employees with regards to promotion provided by the industry: Satisfied Partially satisfied Not Satisfied

13 Satisfactory level of Employees with regards to training provided by the industry: Satisfied Partially satisfied Not Satisfied

14 Satisfactory level of employees with regard to Relationship with Manager: Satisfied Partially satisfied Not Satisfied

15. Satisfactory level of Employees with regard to Adequate and detailed direction provided by the Manager: Satisfied Partially satisfied Not Satisfied

DATA REPRESENTATION, ANALYSIS & INTERPRETATION

Q.1. Age group of employees Response 20-30 30-40 40-50 40-50 50 30 15 8 No. of respondents

600% 500% 400% 20-30 300% 40-50 200% 100% 0% 40-50 30-40

Analysis: It can be concluded from the above that 50 employees are 20-30 age group, 30 employees are 30-40 age group, 15 are employees 40-50 age group neutral and 8 employees are 50-60 age group. Interpretation: Thus, the above table indicates that the majority of employees are in the age group of 24-29 years.

Q.2 Qualification of employers? Response S.S.C H.S.C Graduation Post-Graduation 10 30 50 57 No. of respondents

60% 50% 40% 30% 20% 10% 0% S.S.C H.S.C Graduation Post-Graduation

Analysis: It can be concluded from the above that 10%employees are S.S.C 30 % employees are H.S.C 50% employees are Graduation and 57% employees are Post-Graduation Interpretation: Thus the above table indicates that the majority of employees are in the qualification group of Post graduate.

Q.3 Marital Status Response Married Unmarried No. of respondents 60 40

70% 60% 50% Married 40% Unmarried 30% 20% 10% 0%

Analysis: It can be concluded from the above that 60%employees are Married 40% are Unmarried Interpretation: Thus, above table indicates that majority of employees are unmarried.

Q.4. Family background of employers? Response Joint Nuclear 23 37 No. of respondents

40% 35% 30% 25% 20% 15% 10% 5% 0% Joint Nuclear

Analysis: It can be concluded from the above that 22% employees are joint 15 employees are 37, nuclear Interpretation: Mostly all thinks that this is helpful in the areas it is discussed ahead and there are number of aspects which are true motivator must be studied.

Q.5. Age group of employes Response 20-30 30-40 40-50 40-50 50 30 15 8 No. of respondents

50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 40-50 40-50 20-30 30-40

Analysis: It can be concluded from the above that 50 employees are 20-30 age group, 30 employees are 30-40 age group, 15 are employees 40-50 age group neutral and 8 employees are 50-60 age group. Interpretation: Thus, the above table indicates that the majority of employees are in the age group of 24-29 years.

Q.6 Respondents by Monthly Income: Monthly Salary 3000-4500 4500-6000 6000-7500 7500 & above Percentage 20 25 20 15

25%

20% 3000-4500 15% 4500-6000 6000-7500 10% 7500 & above

5%

0%

Analysis: It is evident that majority i.e. 25% of employees are in the monthly salary group of 45006000. 30% of the employees are in the monthly salary group of 3000-4500, 25% of the employees are in the monthly salary group of 6000-75000 and 20% are in the monthly salary group of 7500 & above. Interpretation: Thus, the above table indicates that the majority of employees are in the monthly salary group of 4500-6000.

Q.7 Satisfactory Level of employees with regards to compensation and other benefit Satisfactory level Satisfied Partially satisfied Not Satisfied Percentage 6 10 14

16% 14% 12% 10% 8% 6% 4% 2% 0% Satisfied Partially satisfied Not Satisfied

ANALYSIS: It is evident from the above table that 15% of employees are satisfied with the compensation and other benefits being provided by the company to it's employees and 25% are partially-satisfied and 60% of the respondents are in the Satisfaction Level group of Not-Satisfied. INTERPRETATION Thus above table indicate that majority of respondents are in the group of Not-satisfied.

Q.8 Satisfactory level of employees with regard to incentives provided by the company for higher productivity:

Monthly Salary Satisfied Partially satisfied Not Satisfied

Percentage 10 9 7

10% 9% 8% 7% 6% 5% 4% 3% 2% 1% 0% Partially satisfied Not Satisfied Satisfied

ANALYSIS It is evident that majority i.e. 40% of the respondent are in the Satisfaction Level group pf Satisfied, 35% of the respondents are in the satisfaction Level group of Partly-satisfied and 25% of the respondents are in the satisfaction Level Service group of Not-satisfied. INTERPRETATION Thus above table indicate that majority of respondents are in Satisfaction Level group of satisfied.

Q.9. Satisfactory level of employees with recognition of their work by the supervise: Satisfactory level Satisfied Partially satisfied Not Satisfied Percentage 18 4 2

18% 16% 14% 12% Partially satisfied 10% 8% 6% 4% 2% 0% Not Satisfied Satisfied

ANALYSIS It is evident that majority i.e. 80% of the respondent are in the Satisfaction Level group pf Satisfied, 15% of the respondents are in the satisfaction Level group of Partly-satisfied and 5% of the respondents are in the satisfaction Level Service group of Not-satisfied. INTERPRETATION Thus above table indicate that majority of respondents are in Satisfaction Level group of satisfied.

Q.10 Satisfactory level of Employees with regards to suggestion and opinion:

Satisfactory level Satisfied Partially satisfied Not Satisfied

Percentage 20 4 2

20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0% Partially satisfied Not Satisfied Satisfied

ANALYSIS: It is evident that majority i.e. 80% of the employees are in the Satisfaction level group of Satisfied, 10% of the employees are in the satisfaction level group of Partly-satisfied and 10% of the employees are in the group of satisfaction level Service group of Not-satisfied. INTERPRETTION Thus above table indicate that majority of employees are in Satisfaction level group of satisfied.

Q.11 Satisfactory level of Employees with regards to non-statuary benefits like sharing of profits or offering or offering shares: Satisfactory level Satisfied Partially satisfied Not Satisfied Percentage 4 5 18

5% 5% 4% 4% 3% 3% 2% 2% 1% 1% 0% Partially satisfied Not Satisfied Satisfied

ANALYSIS: It is evident that majority i.e. 75% of the employees are in the Satisfaction are in the satisfaction level group of Satisfied 15% of the employees are in the satisfaction level group of Partlysatisfied and 10% of the employees are in the Satisfaction level group of Satisfied. INTERPRETTION Thus above table indicate that majority of employees are in Not satisfied.

Q.12 Satisfactory level of employees with regards to promotion provided by the industry: Satisfactory level Satisfied Partially satisfied Not Satisfied Percentage 4 4 18

18% 16% 14% 12% Partially satisfied 10% 8% 6% 4% 2% 0% Not Satisfied Satisfied

ANALYSIS It is evident that majority i.e. 80% of the employees are in the Satisfaction level group of Notsatisfied 10% of the employees are in the satisfaction level group of Partly-satisfied and 10% of the employees are in the Satisfaction level group Service group of Satisfied. INTERPRETTION Thus above table indicate that majority of employees are in Satisfaction level group of Notsatisfied.

Q.13 Satisfactory level of Employees with regards to training provided by the industry: Satisfactory level Satisfied Partially satisfied Not Satisfied Percentage 12 10 4

12% 10% Satisfied 8% Partially satisfied 6% 4% 2% 0% Not Satisfied

ANALYSIS: It is evident that majority i.e. 50% of the employees are in the Satisfaction level group of Satisfied 40% of the employees are in the Satisfaction level group of Partly-satisfied and 10% of the employees are in the Satisfaction level Service group of Not-satisfied. INTERPRETTION Thus above table indicate that majority of employees are in satisfaction level group of satisfied.

Q. 14 Satisfactory level of employees with regard to Relationship with Manager:

Satisfactory level Satisfied Partially satisfied Not Satisfied

Percentage 18 4 4

18% 16% 14% 12% Partially satisfied 10% 8% 6% 4% 2% 0% Not Satisfied Satisfied

ANALYSIS: It is evident that majority i.e. 80% of the employees are in the satisfaction level group of satisfied 10% of the employees are in the satisfaction level group of partial-satisfied and 10% of the employees are in the satisfaction level Service group of Not-satisfied. INTERPRETTION Thus above table indicate that majority of employees are in satisfaction level group of Satisfied.

Q. 15. Satisfactory level of Employees with regard to Adequate and detailed direction provided by the Manager: Satisfactory level Satisfied Partially satisfied Not Satisfied Percentage 20 6 6

20% 18% 16% 14% 12% 10% 8% 6% 4% 2% 0% Partially satisfied Not Satisfied Satisfied

ANALYSIS: It is evident that majority i.e. 80% of the employees are in the satisfaction level group of Satisfied 10% of the employees are in the Satisfaction level group of Partially-satisfied and 10% of employees are in the satisfaction level service group of Not-satisfied. INTERPRETTION Thus above table indicate that majority of employees are in the satisfaction level group of satisfied.

HYPOTHESIS TESTING
On the basis of the data analysis and interpretation, the hypotheses made earlier are tested as following:

H-0 H-1 H-2 H-3

It is found to be false. Hence, it is rejected. It is found to be true. Hence, it is accepted. It is found to be false. Hence, it is rejected, It is found to be true. Hence, it is accepted.

CONCLUSION
On analyzing the data collected from the respondents the following observation are made question put the respondents by using Questionnaire Research Methodology. a) I conclude that the majority of respondents in age group of 33-40 years. b) I conclude that the majority of respondents are in the monthly salary group 3000-4000. c) I conclude that the majority of respondents are in the Length Service group of 10 to 15 years. d) I conclude that the majority of respondents are in the Marital Status group of Married. e) I concluded that the majority of respondents are belonging to Nuclear Family. f) I concluded that the majority of employees are not getting proper compensation inthe organization. g) I concluded that the majority if employees are not getting financial support for the education of their children. h) 1 conclude that the majority of workers are satisfied with their supervisor behavior, i) I concluded that majority of employees are not getting Incentives. j) I concluded that majority of employees are satisfied with the opinion or suggestion of the managers. k) I concluded that majority of employees have to face some challenging task. l) I concluded that majority of employees are not satisfied with the Promotion Policies. m) I concluded that majority of employees are satisfied with the Motivational Policies of the organization. n) I concluded that majority of employees are in satisfaction level group of satisfied.

SUGGESTION
On intellectual interpretation of questionnaire, various data, tables, literature of Motivational policies following recommendation are made for improvement in the policies to keep the moral of the employees up to the sky. a) Workers must get the education facility for their children. b) Wages must be given as per work. c) Training must be provided on the job. d) Workers must get the incentives. e) Working environment must be free between workers and management. f) Workers must have promotion as per their grades. g) The manager must be available in. any type of challenging task of the workers. h) The workers must get reinforcement by their managers. i) The managers must listen to their workers opinion and suggestion. j) Innovation or creativity must be welcomed by the organization.

BIBLIOGRAPHY

Sr. No 1

Name of books

Author

Published by

Human Resource Management HR & Personnel Management

S. S. Khanka

S. Chand & Co. Ltd.

Aswathappa K

Himalaya Publications

Personal Management

C.B. Mamoria & S. V. Ghankar

Himalaya Publications