A TRAINING PROJECT REPORT ON

STUDY OF EMPLOYEE MOTIVATION AND ITS IMPACT AT DABUR INDIA LTD.

In partial fulfillment for the BACHELOR OF BUSINESS ADMINISTRATION (2009-2012)

Submitted To: MISS. JYOTI SINGHAL FACULTY BBA

Submitted By: MANSI JAIN

9683542

BEACON INSTITUTE OF TECHNOLOGY

DECLARATION BY LEARNER I Mansi Jain hereby declare that the Project titled STUDY OF EMPLOYEE MOTIVATION AND ITS IMPACT AT DABUR INDIA LTD. is an Original piece of work. It has been submitted in partial fulfillment for the Award of the Bachelor of Business Administration.

Date:

Place: Meerut

ACKNOWLEDGEMENT

I take the opportunity to express our gratitude to all the concerned people who have directly or indirectly contributed towards completion of this project. I extend my sincere gratitude towards Mr. Sanjay Kumar HR Manager at Nelco for providing the opportunity and resources to work on this project. I am extremely grateful to Miss Jyoti Singhal, my mentor for her guidance and invaluable advice during the projects. At Last I would like to thanks my parents and friends for their support.

Preface

A major concern of every manager should be to contribute positively towards the achievement of the organizations objectives. Organizational effectiveness if often equated with the managerial efficiency. As a manager, you can ensure Organizational effectiveness only by guaranteeing the full utilization of human resources available, through the individual employees under full guidance. Hence, the need for

monitoring and measuring the performance of employees is inevitable.

Contents

Particulars
Introduction Objectives Company Profile Literature Review Research Methodology Data Analysis Conclusion Limitation Bibliography Annexure 06 09 10 36 68 73 82 83 85

Page No.

Chapter 1 Introduction AN OVERVIEW OF MOTIVATION

Motivation deals with the ways that people behave. Managers want workers to work efficiently and effectively, but the same nature of the work may be such that workers dont want to do at all. Motivation may be defined as those forces that cause individuals to behave in a particular ways. Motivation encompasses all those pressures and influences that trigger, channel and sustain human behaviour. Managers, by definitions, are required to work with and through people, so they must acquire at least some understanding to the forces that will motivate the people they are to manage. Workers are complex, and they are uniquely different. Assuming that a managers primary task is to motivate others to perform the task of the employing organization at high levels, the managers must find the motivation factors that will get subordinates to come to work regularly and on time, to work hard, and to make positive contributions toward the effective and efficient achievement of organizational objectives. Vroom has proposed that work performance depends on motivation as well as worker ability and environmental conditions.

Motivation Is the Key to Performance Improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will do what they want to do or otherwise motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it, either by themselves or through external stimulus.Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed.

Performance is considered to be a function of ability and motivation, thus:

Job performance =(ability)(motivation)

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.

Positive reinforcement / high expectations Effective discipline and punishment Treating people fairly Satisfying employees needs Setting work related goals Restructuring jobs Base rewards on job performance

These are the basic strategies, though the mix in the final 'recipe' will vary from workplace situation to situation. 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. It is inducing others in a specific way towards goals specifically stated by the motivator. Naturally, these goals as also the motivation system must conform to the corporate policy of the organization. The motivational system must be tailored to the situation and to the organization.

In one of the most elaborate studies on employee motivation, involving 31,000 men and 13,000 women, the Minneapolis Gas Company sought to determine what their potential employees desire most from a job. This study was carried out during a 20 year period from 1945 to 1965 and was quite revealing. The ratings for the various factors differed only slightly between men and women, but both groups considered security as the highest rated factor. The next three factors were;

advancement type of work company - proud to work for

Surprisingly, factors such as pay, benefits and working conditions were given a low rating by both groups.

Chapter 2 Objective/Scope
The basic objective of the present study is to Study the Effect of Motivation on Employee Satisfaction at Dabur India Pvt. Ltd Following fundamental objective have been identified as the sub-objectives of the study:-

1. To study the identity of the employee with the organization as a whole. 2. To find the satisfaction level of the employees and what they feel about the exceptions rewarded practices. 3. The working style followed by the higher authority and their communication with the employees.

4. To study the work environment or the working conditions prevailing in the company.

5. To study the interpersonal relationship.

Chapter 3

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COMPANY INFORMATION

The company, Dabur India Limited, was started in 1884 by Dr. SK Burman as a small mail order business for Ayurvedic medicines, Pudin Hara was the first medicine to be mail ordered. Over the years the company passed down amongst the descendents of Dr. SK Burman and remained a closely held family business. This remained true till November 2, 1998. That day the 114 yr. old Dabur India reinvested itself. Breaking over a century of tradition, executive powers of running the company were handed over to an outsider appointed as CEO Mr. Neenu Khanna. Dabur at this particular instance is going through a period of transition. This transformation is going to result in the emergence of the largest Indian fast moving consumer goods Company. The company, which has always shown a signs of a visionary had set its rights on becoming the countrys largest homegrown FMCG Company. The company realized that to be the industry leader, it needs to be the best in all areas and have to be benchmarked with the best industry practices. As such the company appointed McKinsey and Co. In April, 1997 to look into the health of the company and to come up with suggestions which will help the Dabur into one of the largest fast moving consumer goods company of the country. McKinsey & Co. has identified the areas of improvement and suggested initiatives required in them. The company has decided to leave the day to day management in the hands of professionals. The promoters (the Burmans family) will withdraw themselves from the routine functions and will concentrate on giving strategic direction to the company. The major step in this direction is the decision to appoint a CEO to head the company management. All business units heads and functional heads will report to the CEO.

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Dabur At-a-Glance

Dabur India Limited has marked its presence with significant achievements and today commands a market leadership status. Our story of success is based on dedication to nature, corporate and process hygiene, dynamic leadership and commitment to our partners and stakeholders. The results of our policies and initiatives speak for themselves.

Leading consumer goods company in India with a turnover of Rs. 2834.11 Crore (FY09) 3 major strategic business units (SBU) - Consumer Care Division (CCD), Consumer Health Division (CHD) and International Business Division (IBD)

3 Subsidiary Group companies - Dabur International, Fem Care Pharma and newu and 8 step down subsidiaries: Dabur Nepal Pvt Ltd (Nepal), Dabur Egypt Ltd (Egypt), Asian Consumer Care (Bangladesh), Asian Consumer Care (Pakistan), African Consumer Care (Nigeria), Naturelle LLC (Ras Al Khaimah-UAE), Weikfield International (UAE) and Jaquline Inc. (USA).

17 ultra-modern manufacturing units spread around the globe Products marketed in over 60 countries Wide and deep market penetration with 50 C&F agents, more than 5000 distributors and over 2.8 million retail outlets all over India

Consumer Care Division (CCD) addresses consumer needs across the entire FMCG spectrum through four distinct business portfolios of Personal Care, Health Care, Home Care & Foods

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Master brands: o Dabur - Ayurvedic healthcare products o Vatika - Premium hair care o Hajmola - Tasty digestives o Ral - Fruit juices & beverages o Fem - Fairness bleaches & skin care products

9 Billion-Rupee brands: Dabur Amla, Dabur Chyawanprash, Vatika, Ral, Dabur Red Toothpaste, Dabur Lal Dant Manjan, Babool, Hajmola and Dabur Honey.

Strategic positioning of Honey as food product, leading to market leadership (over 75%) in branded honey market.

Dabur Chyawanprash the largest selling Ayurvedic medicine with over 65% market share. Vatika Shampoo has been the fastest selling shampoo brand in India for three years in a row. Hajmola tablets in command with 60% market share of digestive tablets category. About 2.5 crore Hajmola tablets are consumed in India every day.

Leader in herbal digestives with 90% market share

Consumer Health Division (CHD) offers a range of classical Ayurvedic medicines and Ayurvedic OTC products that deliver the age-old benefits of Ayurveda in modern ready-to-use formats

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Has more than 300 products sold through prescriptions as well as over the counter Major categories in traditional formulations include: - Asav Arishtas - Ras Rasayanas - Churnas - Medicated Oils

Proprietary Ayurvedic medicines developed by Dabur include: - Nature Care Isabgol - Madhuvaani - Trifgol

Division also works for promotion of Ayurveda through organised community of traditional practitioners and developing fresh batches of students

International Business Division (IBD) caters to the health and personal care needs of customers across different international markets, spanning the Middle East, North & West Africa, EU and the US with its brands Dabur & Vatika

Growing at a CAGR of 33% in the last 6 years and contributes to about 20% of total sales Leveraging the 'Natural' preference among local consumers to increase share in perosnal care categories

Focus markets: - GCC - Egypt - Nigeria - Bangladesh - Nepal - US

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High level of localization of manufacturing and sales & marketing

Vision
Dedicated to the health and well being of every household. Dabur is a company with a set of established business values , which direct its functioning as well as all its operations . In this, Dabur is guided by the words of its founder Dr. S. K. Burman What is that life worth that cannot give comfort to others. The company offers its consumers, products to suit their needs and give them good value for money .The company is committed to follow the ethical practices in doing business. At Dabur, nature acts as not only the source of raw material but also an inspiration ecological balance. and the company is committed to protect the

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CORPORATE PHILOSOPHY:Knowledge is the key to growth in todays world .Whatever the industry , it is the knowledge which provides cutting edge to individual and organizations. For more than a century nature has been a rich source of knowledge for Dabur. Nature has not only given us the ingredients for all our products but has also taught us how to create a harmony within and without the organization. Nature has inspired us in all our acts. Ayurveda the science of life is based on principles of nature. All from nature. Dabur has

Ayurvedic preparations have their ingredients derived

converted the healing properties of natural ingredients and the age old knowledge of Ayurveda into contemporary healthcare products to alleviate health problems of its consumers . Dabur is committed to expand the reach of this age old knowledge of Ayurveda and nature through web. Through web, we aim to overcome the physical boundaries to take Ayurvedic way of life to global frontiers. Dabur India limited understands its responsibility as a corporate house. We have not only set our sight on increasing turnover and profitability of the company but also on propagating Ayurvedic - the India system of medicine.

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Product Profile

FAMILY PRODUCT DIVISION

It deals with personal care products which comprises of hair care, oral care, skin care and foods, is the largest SBU

contributing to 45% sales of Dabur India ltd.

3 leading brands - Vatika, Amla Hair Oil and Lal Dant Manjan with Rs.100 crore turnover each

Vatika Hair Oil & Shampoo the high growth brand Strategic positioning of Honey as food product, leading to market leadership (over 75%) in branded honey market.

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HEALTH CARE PRODUCT DIVISION:

It deals with daily health care products which comprises of health supplements, digestives, baby care and natural care, is the 2nd largest SBU with 28% share in sales.

Leadership in Ayurvedic and herbal products market with highly popular brands

Dabur Chyawanprash ,the largest selling Ayurvedic medicine with 65% (Rs.127 crore) market share.

Charted high growth with 15% in 2001. Dabur Chyawanprash and Hajmola account for sales of over Rs.100 crore each Leader in herbal digestives with 90% market share Hajmola tablets in command with 75% market share of digestive tablets category .

Dabur Lal Tail tops baby massage oil market with 35% of total share

DABUR AYURVEDIC SPECIALITIES, deals with classical Ayurvedic medicines

Has more than 250 products sold through prescriptions as well as over the counter

Major

categories

in

traditional

formulations

include:

-AsavArishtas,RasRasayanas,Churnas, Medicated Oils

Proprietary

Ayurvedic

medicines

developed

by

Dabur

include:

-NatureCareIsabgol,Madhuvaani, Trifgol

Division also works for promotion of Ayurveda through organised community of traditional practitioners and developing fresh batches of students.

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DABUR FAMILY PRODUCT DIVISION:

The family products division generated sales of Rs 526.61 crore which accouted for 45.3% of the companys total sales. The division recorded growth of 5.7% over the previous year, which was higher than growth in overall sales of the company.

This was on the account of its strong focus on top brands and consolidation of new products. Hair care portfolio recorded steady performance. Dabur Amla Hair Oil maintained its market share in the face of stiff competition in the market. The brands advertising strategy was reformulated around true nourishment arising from the inherent features of Amla. This established a better value for money proposition for the brand. Vatika brand continued its good performance with high growth coming from the Vatika shampoo consists of Vatika Henna cream conditioning shampoo and Vatika Anit-Dandruff shampoo. In the oral care portfolio, Dabur Lal Dant Manjan performed well in spite of stagnant toothpowder market. Binaca Fresh Toothpowder which was introduced last year perfomed satisfactorily. In skin care segment, Dabur Gulabari recorded another year of high growth and crossed the Rs 10 crore mark. The packaging of Dabur Honey was changed to a square glass bottle giving it a unique and contemporary appearance. Besides having better consumer appeal, this packaging is also expected to reduce the incidence of counterfeits for the brand.

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PRODUCT RANGE:
Family product division comprises of :

HAIR CARE ORAL CARE SKIN CARE FOODS

HAIR CARE: Strong presence in hair oils market with 27% market share with focus on value added categories. Brand Range:
Vatika hair oil Vatika henna cream conditioning shampoo Vatika anti-dandruff shampoo Himsagar cooling oil Amla hair oil Jasmine hair oil Amla lite hair oil Special hair oil Anmol pure coconut oil

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ORAL CARE:
Strong presence in toothpowder category with 27% market share in powder segment.

Brand Range:
Dabur Red tooth powder

Babool tooth paste

Meswak tooth paste

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SKIN CARE:
Under skin care Dabur Gulabari is the only brand of rose water which is positioned as skin toner .

FOODS :
Strategic positioning of Honey as food product, leading to market leadership (over 40%) in branded honey market .

Brands under foods are

Dabur honey Sharbat-e-azam Dabur glucose

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Dabur keora water

CHYAWANPRASH Largest Ayurvedic medicine with market size of about

Rs. 2 billion. Dabur is market leader with 65% share.

INTERIM DIVIDEND OF 100% DECLARED BY THE BOARD

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CORPORATE STRATEGY :-

While those product lines in which the company already has core expertise can be handled by itself , more alien lines can be tapped through tie-ups . It has tied up with OSEM , a US $500 billion fortune 500 company , for the production of few foods items. The joint venture recently introduced its first brand , Creamwich non fried snacks. The company also has a 50:50 joint venture with Bongrain of France to manufacture cheese.

Dabur has a 49:50 percent joint venture with Agrolimen of Spain for chewing fum ( Boomer) and candy . For a strong presence in personal care, Dabur is negotiating with Antonio Puig of Spain , makers of Paco Rabanne Perfume range, sand with Kesling of France etc.

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FUTURE PLANS
Dabur India Ltd wants to focus on developing the healthcare, personal care, oncology and foods businesses. It is upgrading facilities at different plants to achieve faster production and introduce better packaging. Dabur India Ltd has plans to launch an entire range of ayurvedic products in the domestic market soon. It is looking at launching approximately 10 to 20 new products by next year. The thrust would be on positioning the drugs as prescription products rather than OTC drugs. The company is also focusing on exports of ayurvedic products into new markets this year including South Africa, Russia and Malaysia. Further, Dabur Research Foundation (DRF) has reached a Memorandum of Understanding with the Central Council of Research in Ayurveda and Siddha (CCRAS), a council under the Ministry of Health and Family Welfare, for the development of a new drug. The agreement is aimed at undertaking further upstream R&D work in respect of ginger-based formulations developed by CCRAS for the treatment of rheumatoid arthritis. DRF will undertake upstream research work on the products of Sunthi-Guggulu and Sunthi-Guduchi, which would include development of a more consumer-friendly dosage form, scaling up the production process for the same, unit dose regulation and further clinical research. There is no doubt that Dabur has one of the better valuations in the FMCG spectrum. However, with growing competition from Zandu, Baidyanath and Himalaya Drugs, Dabur's monopoly in ayurvedic products is under pressure. Besides, with HLL considering a foray into this segment, Dabur is gearing up its act further.

Since distribution network plays a prominent role in the success of FMCG sector. Dabur is making waves towards enhancing its distribution performance.

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Future Challenges

Target of end-to-end networking by end of financial year 2010-11 Extending the Supply Chain Automation to both ends, in Secondary Sales and e-Procurement;

Launch of E -Procurement using Free Markets' online bidding engine. Vendor Managed inventories for fast moving raw materials and packaging materials, and outsourced manufacturers' systems to be integrated with the Baan ERP system.

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Capacity Of Indias Leading Company

Capacity

40000

40000

Punjab Haryana

25000

35000

UP Rajasthan NCT

60000

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Company Brand Popularity in Different Zone

By checking the sales record of the company we find that brand distribution in different zones are :-

Sr.No 1 2 3 4

Zone South North East West

Percentage 39 27 22 12

Brand Popularity

South North East West

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29

Staff Profiles
Data of Number of workers of different ages

Sr.No. Age of Worker & Staff

1 2 3 4 5 6 7 Total 18-23 24-29 30-35 36-41 42-47 48-53 53 and above

No. of workers & Staff

83 48 110 69 55 27 18 410

Age-Wise Distributution 120 100 80 60 40 20 0 18-23 24-29 30-35 36-41 42-47 48-53 53 and above

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Shift-wise Work Force

The Company production is continuous for 24 hours therefore the work force has been divided in to three shifts. Each shift Consists of 8 hours:-

Sr.No. Shift Time

1 2 3 A B C

Number of staff

5 am-1 pm 140 1 pm-9 pm 157 9 pm-5 am 113

Shift-Wise Distribution of Workers 200 150 100 50 0 Shift A B C

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Workers Education
The education category of the workers has been categorized in to three parts:-

i. ii. iii.

Less qualified Medium qualified Highly qualified

Less Qualified
This category includes those workers who are X and XII pass. This category also includes those workers who are not educated.

Medium Qualified
This category includes those staff and workers who have attained graduate level education. This group generally forms clerical staff.

Highly Qualified
This category includes those staff and workers who are postgraduate or hold some special degrees or knowledge. This category also includes technically qualified people. In this category most of the person are experience holder like production manager, accountant.

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Education-wise Distribution of Workers

Sr.No. Category
1 2 3 Less qualified

No. Of workers
220

Medium qualified 150 Highly qualified 40

Education-wise Distribution

LQ MQ HQ

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Facilities for Workers

The company has provided for its workers various facilities for their welfare:-

1. Canteen Facilities
The company has its own canteen, situated near the entrance gate. The canten is opened for 24 hours. The workers in their break time take their meal in the canteen and are quite satisfied with the canteen facilities.

2. Dispensary/ First-aid center

The company has the facilities of giving quick first aid and it also runs a small dispensary. Workers avail this facility during the time of any injury or seasonal sickness. The medicines given to the workers here are free of cost.

3. Transport facilities for local staff

The workers are given the facility of transport who are living in nearby area. Work force specially of night shift are given bus facility and scooters are also available for them.

4. Staff quarters
The staff members who are living out of station, the company has given them quarters to live with the family. They are provided electricity facility at free of cost in the staff quarters. At the company residential area the company has also provided a badminton court for the recreation of their workers.

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Introduction To The Project

35

Chapter 4 Literature Review THE CONCEPT OF EMPLOYEE MOTIVATION

The concept of employee motivation is not at all a new idea. It has been
around as long as there have been employees and employers. While the concept itself is not new, new research and awareness have made new aspects of employee motivation not only a possibility, but a reality in the world today.

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It was not at all uncommon in the past for an employer to offer some system of rewards and privileges as a means of employee motivation. Recent thinking however has given way to the fact that this process may actually alienate other workers who, for whatever reason, may not be as capable in a particular field or endeavor. Ultimately, the belief was that this was actually contrary to effective employee motivation and in reality, decreased employee productivity. Since the main idea behind employee motivation is to increase worker productivity, this was seen as very limited in scope and detrimental in the long run regarding employer-employee relations. Recent beliefs and ideas have introduced new concepts to the field of employee motivation. One of the most common new areas of growth in the area of employee motivation is through the use of work teams.

This concept of employee motivation had its major start in the aerospace
industry. It allowed a group of dedicated employees to focus together as a team on any given project. This idea of employee motivation worked especially well since it allowed for creative input from a number of employees without restricting the thought of any single person or alienating any one employee in particular. When the projects went well, the employees were celebrated as a group or as a team, offering employee motivation to the whole group instead of to any one individual.

This concept of employee motivation has since evolved and become common in many fields of study. There are a number of seminars offered which are specifically designed and promoted as a means to offer not only employee motivation, but to create an atmosphere of team work that is surprisingly beneficial to worker productivity.

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EMPLOYEE MOTIVATION: A CRITICAL EXAMINATION

Since the age of the Industrial Revolution, psychologist and social scientists have been trying to decode this extremely complicated specimen called the 'employee'. What makes the employee motivated to work hard? Is it money? Is it social status? Till today, there is no clear consensus on what motivates employees. This subject continues to baffle analysts as more and more data is generated on employee motivation. There have been several studies done to understand motivation. Some of the leading motivation theories focus on employees as a social being with a complex set of needs. Some of these needs are tangible material needs. But most other needs are intangible, abstract, or illusionary. Does that mean we can ignore the intangibles and focus only on material benefits?

Role of Money in employees Motivation

It is said that money makes the mare go. Some researchers believe that money solves most employee needs as it meets tangible and intangible requirements. Money meets basic physiological needs and other needs such as social status, recognition, power, and lifestyle. The fatter the paycheck, the higher are the levels of motivation Other experts deny the influence of money on motivation levels. After a certain level, money and all material benefits fail to motivate individuals. Employees seek job satisfaction, personal growth, self worth, recognition, and excellence, in addition to money. What we need to understand is the underlying principle behind employee motivation. It is clear from the motivation theories that intrinsically the employee is capable of competent work. People may have generic needs or specific needs, but they definitely have needs. While the basic employee needs remain the same in every organization, specific employee needs vary from company to company. It is therefore important for organizations to recognize the nature of employee needs in their organization and work towards fulfillment of these needs.

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EMPLOYEE MOTIVATION IN THE WORKPLACE

The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But that's easier said than done! Motivation practice and theory are difficult subjects, touching on several disciplines.

In spite of enormous research, basic as well as applied, the subject of motivation is not clearly understood and more often than not poorly practiced. To understand motivation one must understand human nature itself. And there lies the problem!

Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership.

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MOTIVATIONAL THOERIES
Douglas McGregor

Theory X and Theory Y Douglas McGregor in his book, "The Human Side of Enterprise" published in 1960 has examined theories on behavior of individuals at work, and he has formulated two models which he calls Theory X and Theory Y.

Theory X Assumptions
The average human being has an inherent dislike of work and will avoid it if he can.

Because of their dislike for work, most people must be controlled and threatened before they will work hard enough.

The average human prefers to be directed, dislikes responsibility, is unambiguous, and desires security above everything.

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These assumptions lie behind most organizational principles today, and give rise both to "tough" management with punishments and tight controls, and "soft" management which aims at harmony at work.

Both these are "wrong" because man needs more than financial rewards at work; he also needs some deeper higher order motivation - the opportunity to fulfill himself.

Theory X managers do not give their staff this opportunity so that the employees behave in the expected fashion.

Theory Y Assumptions

The expenditure of physical and mental effort in work is as natural as play or rest.

Control and punishment are not the only ways to make people work, man will direct himself if he is committed to the aims of the organization.

If a job is satisfying, then the result will be commitment to the organization. The average man learns, under proper conditions, not only to accept but to seek responsibility.

Imagination, creativity, and ingenuity can be used to solve work problems by a large number of employees.

Under the conditions of modern industrial life, the intellectual potentialities of the average man are only partially utilized.

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Comments on Theory X and Theory Y Assumptions

These assumptions are based on social science research which has been carried out, and demonstrate the potential which is present in man and which organizations should recognize in order to become more effective. McGregor sees these two theories as two quite separate attitudes. Theory Y is difficult to put into practice on the shop floor in large mass production operations, but it can be used initially in the managing of managers and professionals.

In "The Human Side of Enterprise" McGregor shows how Theory Y affects the management of promotions and salaries and the development of effective managers. McGregor also sees Theory Y as conducive to participative problem solving.

It is part of the manager's job to exercise authority, and there are cases in which this is the only method of achieving the desired results because subordinates do not agree that the ends are desirable.

However, in situations where it is possible to obtain commitment to objectives, it is better to explain the matter fully so that employees grasp the purpose of an action. They will then exert self-direction and control to do better work - quite possibly by better methods - than if they had simply been carrying out an order which the y did not fully understand.

The situation in which employees can be consulted is one where the individuals are emotionally mature, and positively motivated towards their work; where the work is sufficiently responsible to allow for flexibility and where the employee can see his own position in the management hierarchy. If these conditions are present, managers

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will find that the participative approach to problem solving leads to much improved results compared with the alternative approach of handing out authoritarian orders.

Once management becomes persuaded that it is under estimating the potential of its human resources, and accepts the knowledge given by social science researchers and displayed in Theory Y assumptions, then it can invest time, money and effort in developing improved applications of the theory.

Frederick Hertzberg

2 Factor Hygiene and Motivation Theory

Frederick Hertzberg contributed to human relations and motivation two theories of motivation as follows:

Hygiene Theory Motivation

The first part of the motivation theory involves the hygiene theory and includes the job environment. The hygiene factors include

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the company, its policies and its administration, the kind of supervision which people receive while on the job, working conditions interpersonal relations, salary, status, and security.

These factors do not lead to higher levels of motivation but without them there is dissatisfaction. The second part of Hertzbergs' motivation theory involves what people actually do on the job. The motivators are

achievement, recognition, growth / advancement and interest in the job.

These factors result from internal generators in employees, yielding motivation rather than movement.

Both these approaches (hygiene and motivation) must be done simultaneously. Treat people as best you can so they have a minimum of dissatisfaction. Use people so they get achievement, recognition for achievement, interest, and responsibility and they can grow and advance in their work.

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Therefore, the hygiene and motivation factors can be listed as follows:

Hygiene

Company policies and administration Supervision Working conditions and interpersonal relations Salary, status and security

Motivators

Achievement Recognition for achievement Interest in the task Responsibility for enlarged task Growth and advancement to higher level tasks

Effects on Individuals of Working Environment

The working environment has an effect on individuals as follows:

It will provide at least sufficient for his basic needs and often much more. For example, 50 years ago in the United Kingdom, food and shelter were a person's basic needs. Today, most families will consider that the basic needs also include a car, television, etc.

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It may or may not provide adequate security. Again, most individuals seek a secure job, there are others including some men on oil rigs, who seek high pay for a limited period but with limited security.

It provides an individual with an identity. As a member of an organization, he carries out a specific function.

It also gives the worker comradeship, freedom from boredom, and an interest during his working life.

It also provides self-fulfillment for individual where consideration has been given to ensure that the job is creative and gives job satisfaction.

It provides the individual with status. There is a status in all jobs providing the job content is investigated to make the work more interesting.

Effects on Work Groups of Working Environment

Rensis Likert has already described how the various management styles in an organization can effect the groups in an organization.

Whilst the working environment will affect individuals, it will undoubtedly have a greater effect on working groups, since whilst an individual may have certain needs, he will not obtain those needs if the working environment does not provide the needs of the working group.a

The working group is the instrument of society through which in large measure the individual acquires his attitudes, opinions, goals and ideals, it is also one of the fundamental sources of discipline and social controls.

Therefore, the working environment has an effect on groups as follows:

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It will affect the morale of the group. It will determine whether the group achieves the objectives set by the organization.

It will determine whether the degree of cooperation provided by the group It will motivate the group to give of their best. It will determine whether the human relations within an organization are good or bad.

It will also affect the relations between management and trade unions.

David C. McClelland

Achievement Motivation
Over the years behavioral scientists have observed that some people have an intense need to achieve; others, perhaps the majority, do not seem to be as concerned about achievement. This phenomenon has fascinated David C. McClelland. For over twenty years he and his associates at Harvard University studied this urge to achieve.

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McClelland's research led him to believe that the need for achievement is a distinct human motive that can be distinguished from other needs. More important, the achievement motive can be isolated and assessed in any group.

Characteristics of people with a high need for achievement

McClelland illustrates some of these characteristics in describing a laboratory experiment.

Participants were asked to throw rings over a peg from any distance they chose. Most people tended to throw at random-now close, now far away; but individuals with a high need for achievement seemed carefully to measure where they were most likely to get a sense of masterynot too close to make the task ridiculously easy or too far away to make it impossible.

They set moderately difficult but potentially achievable goals. In biology, this is known as the overload principle.

In weight lifting, for example, strength cannot be in creased by tasks that can be performed easily or that cannot be performed without injury to the organism. Strength can be increased by lifting weights that are difficult but realistic enough to stretch the muscles.

Do people with a high need for achievement behave like this all the time?
McClelland maintains, only if they can influence the outcome.

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Achievement-motivated people are not gamblers. They prefer to work on a problem rather than leave the outcome to chance.

With managers, setting moderately difficult but potentially achievable goals may be translated into an attitude toward risks. Many people tend to be extreme in their attitude toward risks, either favoring wild speculative gambling or minimizing their exposure to losses.

Gamblers seem to choose the big risk because the outcome is beyond their power and, therefore, they can easily rationalize away their personal responsibility if they lose.

The conservative individual chooses tiny risks where the gain is small but secure, perhaps because there is little danger of anything going wrong for which that person might be blamed.

Achievement-motivated people take the middle ground, preferring a moderate degree of risk because they feel their efforts and abilities will probably influence the outcome. In business, this aggressive realism is the mark of the successful entrepreneur.

Rewards and achievement-motivated people

Another characteristic of achievement-motivated people is that they seem to be more concerned with personal achievement than with the rewards of success. They do not reject rewards, but the rewards are not as essential as the accomplishment itself.

They get a bigger "kick" out of winning or solving a difficult problem than they get from any money or praise they receive.

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Money, to achievement-motivated people, is valuable primarily as a measurement of their performance. It provides them with a means of assessing their progress and comparing their achievements with those of other people.

Feedback
A desire by people with a high need for achievement to seek situations in which they get concrete feedback on how well they are doing is closely related to this concern for personal accomplishment. Consequently, achievement-motivated people are often found in sales jobs or as owners and managers of their own businesses.

In addition to concrete feedback, the nature of the feedback is important to achievement-motivated people. They respond favorably to information about their work.

They are not interested in comments about their personal characteristics, such as how cooperative or helpful they are.

Affiliation-motivated people might want social or attitudinal feedback. Achievement-motivated people might want job-relevant feedback. They want to know the score.

Why do achievement-motivated people behave as they do?

McClelland claims it is because they habitually spend time thinking about doing things better.

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In fact, he has found that wherever people start to think in achievement terms, things start to happen.

Examples
College students with a high need for achievement will generally get better grades than equally bright students with weaker achievement needs.

Achievement-motivated people tend to get more raises and are promoted faster because they are constantly trying to think of better ways of doing things.

Companies with many such people grow faster and are more profitable.

McClelland has even extended his analysis to countries where he related the presence of a large percentage of achievement-motivated individuals to the national economic growth.

A Taught Skill?
Can this motive, the need for achievement, be taught to people?

McClelland was convinced that this can be done. In fact, he also developed training programs for business people that where designed to increase their achievement motivation.

He also developed similar programs for other segments of the population.

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Achievement-motivated people as managers

Achievement-motivated people can be the backbone of most organizations, but what can be said about their potential as managers? As we know, people with a high need for achievement get ahead because as individuals they are producers they get things done.

However, when they are promoted, when their success depends not only on their own work but on the activities of others, they may be less effective. Since they are highly job-oriented and work to their capacity, they tend to expect others to do the same. As a result, they sometimes lack the human skills and patience necessary for being effective managers of people who are competent but have a higher need for affiliation than they do. In this situation, their overemphasis on producing frustrates these people and prevents them from maximizing their own potential.

Thus, while achievement-motivated people are needed in organizations, they do not always make the best managers unless they develop their human skills. Being a good producer is not sufficient to make an effective manager.

McClelland has found that achievement-motivated people are more likely to be developed in families in which parents hold different expectations for their children than do other parents.

More importantly, these parents expect their children to start showing some independence between the ages of six and eight, making choices and doing things without help, such as knowing the way around the neighborhood and taking care of themselves around the house. Other parents tend either to expect this too early, before children are ready, or to smother the development of the personality of these children. 52

One extreme seems to foster passive, defeated attitudes as children feel unwanted at home and incompetent away from home. They are just not ready for that kind of independence so early. The other extreme yields either overprotected or overdisciplined children. These children become very dependent on their parents and find it difficult to break away and make their own decisions.

The Hertzberg link

McClelland's concept of achievement motivation is also related to Hertzbergs motivation-hygiene theory. People with high achievement motivation tend to be interested in the motivators (the job itself).

Achievement-motivated people want feedback. They want to know how well they are doing on their job.

On the other hand, people with low achievement motivation are more concerned about the environment. They want to know how people feel about them rather than how well they are doing.

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Abraham Maslow

Hierarchy of Needs
One of the many interesting things Maslow noticed while he worked with monkeys early in his career was that some needs take precedence over others. For example, if you are hungry and thirsty, you will tend to try to take care of the thirst first. After all, you can do without food for weeks, but you can only do without water for a couple of days! Thirst is a stronger need than hunger. Likewise, if you are very thirsty, but someone has put a choke hold on you and you cant breathe, which is more important? The need to breathe, of course. On the other hand, sex is less powerful than any of these. Lets face it, you wont die if you dont get it!

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Maslow took this idea and created his now famous hierarchy of needs. Beyond the details of air, water, food, and sex, he laid out five broader layers: the physiological needs, the needs for safety and security, the needs for love and belonging, the needs for esteem, and the need to actualize the self, in that order.

1.The physiological needs.

These include the needs we have for oxygen, water, protein, salt, sugar, calcium, and other minerals and vitamins. They also include the need to maintain a pH balance (getting too acidic or base will kill you) and temperature (98.6 or near to it). Also,

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theres the needs to be active, to rest, to sleep, to get rid of wastes (CO2, sweat, urine, and feces), to avoid pain, and to have sex. Quite a collection!

Maslow believed, and research supports him, that these are in fact individual needs, and that a lack of, say, vitamin C, will lead to a very specific hunger for things which have in the past provided that vitamin C -- e.g. orange juice. I guess the cravings that some pregnant women have, and the way in which babies eat the most foul tasting baby food, support the idea anecdotally.

2. The safety and security needs.

When the physiological needs are largely taken care of, this second layer of needs comes into play. You will become increasingly interested in finding safe

circumstances, stability, protection. You might develop a need for structure, for order, some limits.

Looking at it negatively, you become concerned, not with needs like hunger and thirst, but with your fears and anxieties. In the ordinary American adult, this set of needs manifest themselves in the form of our urges to have a home in a safe neighborhood, a little job security and a nest egg, a good retirement plan and a bit of insurance, and so on.

3. The love and belonging needs.

When physiological needs and safety needs are, by and large, taken care of, a third layer starts to show up. You begin to feel the need for friends, a sweetheart, children, affectionate relationships in general, even a sense of community. Looked at negatively, you become increasing susceptible to loneliness and social anxieties.

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In our day-to-day life, we exhibit these needs in our desires to marry, have a family, be a part of a community, a member of a church, a brother in the fraternity, a part of a gang or a bowling club. It is also a part of what we look for in a career.

4. The esteem needs.

Next, we begin to look for a little self-esteem. Maslow noted two versions of esteem needs, a lower one and a higher one. The lower one is the need for the respect of others, the need for status, fame, glory, recognition, attention, reputation, appreciation, dignity, even dominance. The higher form involves the need for selfrespect, including such feelings as confidence, competence, achievement, mastery, independence, and freedom. Note that this is the higher form because, unlike the respect of others, once you have self-respect, its a lot harder to lose!

The negative version of these needs is low self-esteem and inferiority complexes. Maslow felt that Adler was really onto something when he proposed that these were at the roots of many, if not most, of our psychological problems. In modern countries, most of us have what we need in regard to our physiological and safety needs. We, more often than not, have quite a bit of love and belonging, too. Its a little respect that often seems so very hard to get! All of the preceding four levels he calls deficit needs, or D-needs. If you dont have enough of something - i.e. you have a deficit -- you feel the need. But if you get all you need, you feel nothing at all! In other words, they cease to be motivating. As the old blues song goes, you dont miss your water till your well runs dry!

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He also talks about these levels in terms of homeostasis. Homeostasis is the principle by which your furnace thermostat operates: When it gets too cold, it switches the heat on; When it gets too hot, it switches the heat off. In the same way, your body, when it lacks a certain substance, develops a hunger for it; When it gets enough of it, then the hunger stops. Maslow simply extends the homeostatic principle to needs, such as safety, belonging, and esteem, that we dont ordinarily think of in these terms.

Maslow sees all these needs as essentially survival needs. Even love and esteem are needed for the maintenance of health. He says we all have these needs built in to us genetically, like instincts. In fact, he calls them instinctoid -- instinct-like -- needs.

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In terms of overall development, we move through these levels a bit like stages. As newborns, our focus (if not our entire set of needs) is on the physiological. Soon, we begin to recognize that we need to be safe. Soon after that, we crave attention and affection. A bit later, we look for self-esteem. Mind you, this is in the first couple of years! Under stressful conditions, or when survival is threatened, we can regress to a lower need level. When you great career falls flat, you might seek out a little attention. When your family ups and leaves you, it seems that love is again all you ever wanted. When you face chapter eleven after a long and happy life, you suddenly cant think of anything except money.

These things can occur on a society-wide basis as well: When society suddenly flounders, people start clamoring for a strong leader to take over and make things right. When the bombs start falling, they look for safety. When the food stops coming into the stores, their needs become even more basic. Maslow suggested that we can ask people for their philosophy of the future -what would their ideal life or world be like -- and get significant information as to what needs they do or do not have covered.

If you have significant problems along your development -- a period of extreme insecurity or hunger as a child, or the loss of a family member through death or divorce, or significant neglect or abuse -- you may fixate on that set of needs for the rest of your life.

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This is Maslows understanding of neurosis. Perhaps you went through a war as a kid. Now you have everything your heart needs -- yet you still find yourself obsessing over having enough money and keeping the pantry well-stocked. Or perhaps your parents divorced when you were young. Now you have a wonderful spouse -- yet you get insanely jealous or worry constantly that they are going to leave you because you are not good enough for them. You get the picture.

5. Self-actualization
The last level is a bit different. Maslow has used a variety of terms to refer to this level: He has called it growth motivation (in contrast to deficit motivation), being needs (or B-needs, in contrast to D-needs), and self-actualization.

These are needs that do not involve balance or homeostasis. Once engaged, they continue to be felt. In fact, they are likely to become stronger as we feed them!

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They involve the continuous desire to fulfill potentials, to be all that you can be. They are a matter of becoming the most complete, the fullest, you -- hence the term, self-actualization.

Now, in keeping with his theory up to this point, if you want to be truly selfactualizing, you need to have your lower needs taken care of, at least to a considerable extent. This makes sense: If you are hungry, you are scrambling to get food; If you are unsafe, you have to be continuously on guard; If you are isolated and unloved, you have to satisfy that need; If you have a low sense of self-esteem, you have to be defensive or compensate. When lower needs are unmet, you cant fully devote yourself to fulfilling your potentials. It isnt surprising, then, the world being as difficult as it is, that only a small percentage of the worlds population is truly, predominantly, self -actualizing. Maslow at one point suggested only about two percent!

The question becomes, of course, what exactly does Maslow mean by selfactualization. To answer that, we need to look at the kind of people he called selfactualizers. Fortunately, he did this for us, using a qualitative method called biographical analysis.

He began by picking out a group of people, some historical figures, some people he knew, whom he felt clearly met the standard of self-actualization. Included in this august group were Abraham Lincoln, Thomas Jefferson, Albert Einstein, Eleanor Roosevelt, Jane Adams, William James, Albert Schweitzer, Benedict Spinoza, and Alduous Huxley, plus 12 unnamed people who were alive at the time Maslow did his research. He then looked at their biographies, writings, the acts and words of those he

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knew personally, and so on. From these sources, he developed a list of qualities that seemed characteristic of these people, as opposed to the great mass of us.

These people were reality-centered, which means they could differentiate what is fake and dishonest from what is real and genuine. They were problem-centered, meaning they treated lifes difficulties as problems demanding solutions, not as personal troubles to be railed at or surrendered to. And they had a different perception of means and ends. They felt that the ends dont necessarily justify the means, that the means could be ends themselves, and that the means -- the journey -was often more important than the ends.

The self-actualizers also had a different way of relating to others. First, they enjoyed solitude, and were comfortable being alone. And they enjoyed deeper personal

relations with a few close friends and family members, rather than more shallow relationships with many people.

They enjoyed autonomy, a relative independence from physical and social needs. And they resisted enculturation, that is, they were not susceptible to social pressure to be "well adjusted" or to "fit in" -- they were, in fact, nonconformists in the best sense.

They had an unhostile sense of humor -- preferring to joke at their own expense, or at the human condition, and never directing their humor at others. They had a quality he called acceptance of self and others, by which he meant that these people would be more likely to take you as you are than try to change you into what they thought you should be. This same acceptance applied to their attitudes towards themselves: If some quality of theirs wasnt harmful, they let it be, even enjoying it as a personal

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quirk. On the other hand, they were often strongly motivated to change negative qualities in themselves that could be changed. Along with this comes spontaneity and simplicity: They preferred being themselves rather than being pretentious or artificial. In fact, for all their nonconformity, he found that they tended to be conventional on the surface, just where less self-actualizing nonconformists tend to be the most dramatic.

Further, they had a sense of humility and respect towards others -- something Maslow also called democratic values -- meaning that they were open to ethnic and individual variety, even treasuring it. They had a quality Maslow called human kinship or Gemeinschaftsgefhl -- social interest, compassion, humanity. And this was accompanied by a strong ethics, which was spiritual but seldom conventionally religious in nature.

And these people had a certain freshness of appreciation, an ability to see things, even ordinary things, with wonder. Along with this comes their ability to be creative, inventive, and original. And, finally, these people tended to have more peak experiences than the average person. A peak experience is one that takes you out of yourself, that makes you feel very tiny, or very large, to some extent one with life or nature or God. It gives you a feeling of being a part of the infinite and the eternal. These experiences tend to leave their mark on a person, change them for the better, and many people actively seek them out. They are also called mystical experiences, and are an important part of many religious and philosophical traditions. Maslow doesnt think that self-actualizers are perfect, of course. There were several flaws or imperfections he discovered along the way as well: First, they often suffered considerable anxiety and guilt -- but realistic anxiety and guilt, rather than

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misplaced or neurotic versions. Some of them were absentminded and overly kind. And finally, some of them had unexpected moments of ruthlessness, surgical coldness, and loss of humor.

Two other points he makes about these self-actualizers: Their values were "natural" and seemed to flow effortlessly from their personalities. And they appeared to transcend many of the dichotomies others accept as being undeniable, such as the differences between the spiritual and the physical, the selfish and the unselfish, and the masculine and the feminine

Supervisors Role and Motivational Models

Supervisor and management for that purpose have the responsibility to assess the motives and needs of the workers to decide that how best they can be fulfilled. Each individual must be analyzed separately to discover his motives. Observation, written attitude, interviews, assessment of previous goals and other possible sources of need information may be reviewed. However, it is very difficult to answer the question What motivate people? Many factors may be listed like money, good working environment, challenging work, responsibility, praise for good work, the communication system and an opportunity for growth & advancement. There may be several other factors but probably the means for meeting theses needs can be used to motivate the employees. However, motivation may be weak or strong depending upon the incentive offered by the employer, which releases workers ability and potential in relation to his needs.

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Sr.No. 1 2 3 4 5 6 7 8 9 10

Expectation From Job Good working conditions Feeling in on things Tactful discipline Full appreciation Mgt. loyalty to workers Good wages Promotion and growth Understanding of personal problems Job-security Interesting work

Supervisor 4 10 8 7 6 1 3 9 2 5

Workers 9 2 10 1 8 5 7 3 4 6

Rules for Using Positive Reinforcement

To effectively use PR on the job certain rules or procedure must be followed. Using reward to modify the behavior of the people would seem to follow the logic of common sense. Nevertheless, it is a specialized procedure requiring systematic approach. Typically, a behavioral consultant is called to design a behavior mod program and train supervisor on how to do the program. Despite these procedure statements if you have a genuine interest in the welfare of the people you can learn to make a productive use of PR from the standpoint of the person being motivated.

1. An Appropriate Reward Must be Used

Most motivational theory point to the idea, that the way to motivate the people is to use a reward that is meaningful to each particular person. If you were a status hungry technician you might work hard just for the opportunity to have a parking space just near the engineering chiefs parking space. People display individual difference with respect to which reward will satisfy which basic need. For example money may not be a right reward for the person with a large family inheritance. Despite this individual difference, a couple of illustrative general statements are in order. The need for selffulfillment or self-actualization receiving a favorable performance appraisal challenging work assignment or promotion.

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2. Reward should Vary With The Size Of The Contribution

Your boss is unlikely to do an effective job of motivating you, if all your coworkers have received a same size of reward. If you have made a substantial progress in reducing the production of defective parts, you should receive more recognition than some body else.

3. Beginners Should Be Rewarded for Nay Effort They Make In The Right Direction
You have begin somewhere for making improvement. Assume that your desk is so messy that you lose some important files. Your boss is not obsessed with the orderliness, but he recognizes that you sloppy work habits interfering with your productivity, using PR approach, your boss should reward you whenever he comes across your clean and orderly desk. For example if you boss notices that you no longer keep old coffee cups on your desk, he might comment I can already see an improvement in your work area, keep up the progress Although this process sounds elementary, shaping of behavior towards a planned objective increases the probability that you will make bigger changes in near future.

4. You Should Be Rewarded Occasionally When You Do The Right Thing

Intermittent reinforcement is more important than continuous reinforcement for sustaining the right behavior. If you worked as a shoe store manager it might be rewarding to you if on an occasional visit to store your boss told you everything looked just fine keep this up and you will a difference in your salary. If you boss gives, the same pep talk every week the reward would lose its impact. Of worse consequences, you might come to depend on the reward to perform good work.

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5. You Should Get You Reward Quickly After Doing The Right Thing
Assuming that money motivated you, you would be more likely to work hard if hard work led to quick cash. If were selling financial investments you would tend to keep on prospecting much more readily if you receive your commission every month rather than after every six months.

6. You Have To Know What Has To Be Done To Get Rewarded

You need some kind of feedback device in your work to set. You knew when you have done a good job. If you were a good quality control technician, it would be helpful for your boss to tell you I will see to it that are promoted to senior technician provided you decrease customer returns on a product say X by 15 percent over the next four months. One of the many reason that a basketball game so motivational is that the path to a reward is clear-cut. A player can readily see that pitting the ball through the hoop, a reward will be forthcoming. Feedback is immediate in these circumstances.

7. You Have To Know When You Are Going Wrong

If your boss patiently tells you what you are doing wrong, you will know what needs to be done to get rewarded. Suppose a secretary is filing too many documents under the miscellaneous file. The secretary must be told that this act would result in to time wastage if a particular file needs to be searched. Your system needs to be more efficient. The purpose of a filing system is to be able to find information quickly when you need it.

8. You Should Receive A Realist Reward

An effective reward tends to commensurate with the constructive behavior. Suppose your boss is trying to get you to be more assertive with the customers. When you do behave more assertively, you should be rewarded with encouragement of a reasonable sort.

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Chapter 5
Research Methodology

Research designs that are used in the study are as follows:-

1. Exploratory research Design

The purpose of an exploratory research is a systematic research is primarily to understand and develop hypothesis to cover all possible outcomes. A thorough exploratory research lays the foundation of a good research design, which would satisfy the research objectives. Sometimes exploratory research itself may be enough to solve the problem.

2. Conclusive Research
In contrast to the exploratory research, which is, systematic collection of the information needed its analysis and finding as per the research objectives conclusive research follows exploratory research. A large number of observations were possible to achieve. The results were valid and reliable. The study is properly structured such that no misinterpretation of data is allowed.

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Method Of Data Collection

The data was collected through primary source through records and discussions with the concerned authority and top level management and middle/lower level management and from employees working in the organization with the help of questionnaire method. The respondents who were provided a set of structured question filled the questionnaire and feedback was obtained by personally administering the discussion on question by respondent. Questionnaire method is

very versatile almost every problem can be approached by this method. Knowledge, opinion, motivation and intent are usually not open to observation. Multiple-

choice question were introduced as they are faster to administer. They lend
themselves to analysis using various statistical techniques. They are not prone to interviewer bias.

Sampling Method
The sample design includes the following:-

1. The Sampling Unit

The sampling unit consists of the employees working at the top-level, middle-level and lower level management in the organization.

2. The selection of Sample Item

The method used in the present study was non-probability method. In this method every item in the universe does not have a known chance of being included in the sample. Thus selection process is partly subjective.

3. The Sample Size

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The sample size in the project was taken as 10 employees working at the top-level management and 25 employees working at the middle and 30 at lower level management in the organization. The systematic sampling procedure was preferred in the preparation of this project because of the following reasons:-

1. Economy of Times
It requires less time to make the study.

2. Minimization of Errors
Systematic sample reduces the chances of mistakes and errors.

3. Accuracy of Results
The results obtained were comparatively more accurate and precise. By using systematic sampling with this sample size, it was easy to administer the questionnaire. The questionnaire easy to understand and accept and more accurate results were obtained which were valid under most of the circumstances.

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Questionnaire Method

Questionnaire was designed keeping in mind the information required. Special care was taken in incorporating easy language in the questions so that the respondents are in a position to easily understand them and answer accordingly.

During the course of framing the questions, it was kept in mind that there should be no ambiguity in the questions.

Multiple-choice questions were taken to facilitate the pin pointing answering by the respondent, beside such questions are easy to administer.

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Uses/Importance Of Study

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 discipline and with a pride and confidence in a most cohesive manner so that goals of an organization are achieved effectively. Motivational technique is utilized to stimulate employee growth. Clarence Francs indicated this when he was the chairperson of the General Food. He said You can buy a mans time, you can buy a mans physical presence at given place; you can even buy a measured number of skilled motions per hour or day: but you cannot buy devotion of heart, mind and soul. You have to earn these things.

If a manager wants to get work done by his employees he can either hold out a promise or 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. In other words, he may utilize positive or negative motivation. Both these types are widely used by management. A positive motivation involves the possibility of increased motive satisfaction, while negative motivation involves the possibility of decreased motive satisfaction.

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Chapter 6 Data Analysis and Interpretation Response Of The Staff

We asked some questions from workers by preparing a questionnaire. In all 65 employees at various levels were asked. The reactions of workers on different question are as follows.

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Q.1. Are they referred when complicated problems arise?

Sr.No. 1

Yes (pc) 68

Never (pc) 12

Sometimes (pc) 20

Referred in Complicated problem

Yes Never Sometimes

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Q. 2. Are you satisfied with the pay you are receiving?

Sr.No. Answer 1 2 3

Percent of total Yes 40 No 15 Average 45

Salary Satisfaction

Yes No Average

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Q.3.

Are you satisfied with welfare facilities given by the organization?

Sr.No. 1 2 3

Answer Percent of total

Yes No Average 62 8 30

Satisfaction with the Welfare facilities

Yes No Average

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Q.4.

Are you satisfied with your relationship with the management?

Sr.No. 1 2 3

Answer

Percent of total

Relations are good 65 Bad 15 Normal 20

Worker's relation with the Management

Good Bad Normal

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Response Of Management

Q.1. Do your worker follow your instructions? Sr.No. 1 2 3 Answer Percent of total
Yes No Average 62 8 30

Are Management Instructions followed by worker ?

Yes No Average

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Q.2 Do your worker complete the job in time?

Sr.No. 1 2 3

Answer Percent of total

Yes No Average 78 10 12

Job by Workers completed in time

Yes No Average

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Q.3. Do they misuse union resources?

Sr.No. 1 2 3

Answer Percent of total

Yes No Average 8 78 14

Workers Misuse Union Resources

Yes No Average

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Q.4. Your relationship with workers?

Sr.No. 1 2 3

Answer Percent of total

Good Bad Normal 60 25 15

Workers Misuse Union Resources

Good Bad Normal

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CHAPTER 7 Conclusion

The organization is very well established with sound policies. My visit to the company was educative and informative. I found that HRD department is complete in all senses and is working reasonably well.

The general impression from the study and discussion with the staff & worker of the company regarding workers participation was average though the level was not found to be very high. Reason to this may be attributed to the problem of status between staff and workers.

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Chapter 8 Limitations

There were few limitations, which were uncommitted while conducting this project but these limitations could not restrict the progress and completion of the present study. Some of the inevitable limitation that crept in the study are as under:-

1. Some of the respondents were not genuinely helpful, cooperative and responsive. They were hesitant to fully research. 2. most of the employees were busy, due to some work of the organization. disclose the information with the

3. There was much difficulty in approaching the higher management employees. 4. Latest data of the company and books concerned were not easily available. 5. The options offered in the questionnaire were at time, not correctly interpreted by the employees of lower level management. 6. Most of the employees other than that of personnel department wee not at all cooperative. 7. Employees of lower level did not take the questionnaire seriously. 8. A certain degree of fear and devotion towards the organization was a hurdle while conducting the research. For certain workers at lower questionnaire was a source of showing their frustration.

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Recommendations/Suggestions
After gathering a wide variety of information on the various aspects of motivational approach in the company, few recommendations are worth attention.

1. Responsibility without authority can be destructive. 2. Management should not order, but should inspire. It should not impose but influence. 3. Management should make every employee of the organization give their hearts not just heads to the goals. 4. A timely presentation of the work done should be there to the top management. 5. Teamwork in all operational process must be encouraged. 6. Equip people with the skills necessary to perform their duties. 7. Allow the voice of the workers to be heard. 8. The management should let his people know that it consider them valuable capable individual. 9. Provide the employee enough work. 10. Dress code should be there. 11. Employee should be informed in advance about the changes, which are planned in the organization. 12. Suggestion system can be a strong employee motivation because the employees are given the opportunity to say something. This will increase the sense of belonging. 13. The fear motivation should be completely abolished though it works well in the short run but is an ineffective long term strategy.

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CHAPTER 9 BIBLIOGRAPHY

Web Sites:
http://www.dabur.com/default.aspx http://www.tutor2u.net/ http://www.brandchannel.com/start.asp? http://www.blonnet.com/ http://www.superbrandsindia.com/

Books Human Resource Management By: - Dr. C.B. Gupta Human Resource & Personnel Management By: - K Aswathappa

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News Paper Times of India The Hindu

Magazines Business Today Outlook

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CHAPTER 10 ANNEXURE

Annexure

Questionnaire For Workers

Date Tick the followings questions as per your choice and experience.

1. Are you referred when complicated problem arises?

Yes

No

Average

2. Are you satisfied with your salary? Yes No Average

3. Are you satisfied with the welfare facilities given by the company? Yes No Average

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4. What is your choice regarding your relationship with the management? Good Bad Normal

Questionnaire For Management

Date Tick the followings questions as per your choice and experience.

5. Do your workers follow your instructions?

Yes

No

Average

6. Do your workers complete the job in time? Yes No Average

7. Do they misuse union resources? Yes No Average

8. What is your choice regarding your relationship with the workers? Good Bad Normal

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89