TABLE OF CONTENTS Company Profile Need For The Study Objectives Of The Study Scope Of The Study Research

earch Methodology Limitations Of The Study Conceptual Review Analysis And Interpretation Findings Suggestions And Recommendations Conclusions Bibliography Annexure

CHAPTER-1 COMPANY PROFILE

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

CHAPTER-2

NEED FOR THE STUDY

Motivation is an important tool in the hands of the manager for inspiring the work force and making them to do work with enthusiasm and willingness .If its an important function of the management to motivate the people working in the organization to perform the work assigned to them effectively and efficiently. The management has to understand the Human behavior if it has to provide maximum motivation to the personnel. Motivation is something that moves a person into action and continues him in the course of action enthusiastically. The role of Motivation is to develop and intensify the desire in every member of organization to work effectively and efficiently in his position. The main aim of this study is to find out the employee motivation in IGP Private ltd, Chennai as motivation is an important factor which increases the desire willingness and enthusiasm in workers, to apply their great potentialities for the achievement of common goals.

OBJECTIVES OF THE STUDY

Primary objective:

To study the motivation level of employees.

Secondary Objectives:

To study the effectiveness of the techniques adopted by the company in employee motivation. To study about the benefits and facilities provided to the employees. To learn the employees satisfaction on the interpersonal relationship exists in the organization.

SCOPE OF THE STUDY

It is always essential for a concern to access its strategies and reshape its destiny. It is necessary for every organization to study the different aspects that affects the organization development. Every study has a clear and specific scope.

The scope of this study is limited to Ceejay Tobacco Limited. In this survey the emphasis is on the motivation of employees. The scope of the study involves the preparation of questionnaire and data of the company.

RESEARCH METHODOLOGY
The procedures by which researchers go about their work of describing, explaining and predicting phenomena are called methodology. Methods comprise the procedures used for generating, collecting and evaluating data. Methods are ways of obtaining information useful for assessing explanations.

RESEARCH DEFINITION: The definition of research given by Creswell is "Research is a process of steps used to collect and analyze information to increase our understanding of a topic or issue". It consists of three steps: Pose a question, collect data to answer the question, and present an answer to the question.

Research Design: The type of research chosen for the study is descriptive research. In descriptive research various parameters will be chosen and analyzing the variations between these parameters. This was done with an objective to find out the motivation level of the employees.

Data Sources: The data collected for the study is mainly through the distribution of questionnaire; to be precise the data collected for study was both primary and secondary sources.

Primary Data: Primary data is the information collected for the first time; there are several methods in which the data is complied. In this project it was obtained by mean of questionnaires. Questionnaire was prepared and distributed to the employees.

Secondary Data: Secondary data needed for conducting research work were collected from company websites, library and search engines.

Research Instrument: In this study the primary data was collected by survey technique. In this we distributed the questionnaires to the respondents. The researcher structured the questionnaire in the form of: 1. Close Ended Questions 2. Multiple Choice Questions

Questionnaire: A questionnaire is a sheet of paper containing questions relating to contain specific aspect, regarding which the researcher collects the data. Because of their flexibility the questionnaire method is by far the most common instrument to collect primary data. The questionnaire is given to the respondent to be filled up.

Sampling Design: Sampling design is to clearly define set of objective, technically called the universe to be studied. Sampling technique used is simple random sampling method.

Sample Size: This refers to the number of items to be selected from the universe to constitute a sample. The sample size for this study was taken as 50.

Statistical Tools Used: The data collected was analyzed by employing the following statistical technique: Percentage analysis: Percentage refers to special kind of ration. It is used in making comparison between two or more series of data. It is used to describe relationship. It is used to analyses the data. Bar charts, pie charts were used to explain tabulation clearly.

Formula: Percentage (%) = number of respondents X 100 Total number of respondents

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LIMITATIONS OF THE STUDY:

As the respondents were busy with their work, it was difficult for the researcher to meet the respondents and gain information. The study was limited to a short period only. The data depends totally on the respondents view, which may be biased. In this study the sample size is 50. The findings of the study cannot be applied to all other fields since it lacks external validity.

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CHAPTER-3 CONCEPTUAL REVIEW

12

MOTIVATION

DEFINITION Employee motivation is a reflection of the level of energy, commitment, and creativity that a company's workers bring to their jobs. "Psychological forces that determine the direction of a person's behavior in an organization, a person's level of effort and a person's level of persistence". G. Jones and J. George from the book "Contemporary Management."

OBJECTIVES
Main Objectives of Employee Motivation are as follows: 1. 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. 2. To increase loyalty against company. 3. For improve discipline and with pride and confidence in cohesive manner so that the goal of an organization are achieved effectively. 4. Motivation techniques utilized to stimulate employee growth. 5. For the motivation you can buy mans time. Physical presence at a given place. 6. You can even buy a measured number of skilled muscular motions per hour or day. 7. Performance results from the interaction of physical, financial and human resource. 8. For the achieving a desired rate of production.

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IMPORTANCE OF EMPLOYEE MOTIVATION

The workforce will be better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise. Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity. The rates of labors turnover and absenteeism among the workers will be low. There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease. The number of complaints and grievances will come down. Accident will also be low. There will be increase in the quantity and quality of products. Wastage and scrap will be less. Better quality of products will also increase the public image of the business.

FACTORS THAT MOTIVATES EMPLOYEES

Empowerment: Feeling trusted and empowered is a tremendous motivator. Growth: Feeling that they are growing and developing personally Inclusion: To belong is a fundamental need, whether as a member of a family, peer group, network, team or company. Its human nature to want to be on the inside, not the outside.

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Purpose: Today people care more about what happens tomorrow, and want to contribute to ensuring the future of our children, and the health of our communities and planet. Trust: The fabric that holds it all together and makes it real is trust.

MOTIVATION CONCEPTS
Intrinsic motivation Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure. Intrinsic Motivation is based on taking pleasure in an activity rather working towards an external reward. Extrinsic motivation Extrinsic motivation refers to the performance of an activity in order to attain an outcome, which then contradicts intrinsic motivation. Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are rewards like money and grades, coercion and threat of punishment. Competition is in general extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity. A crowd cheering on the individual and trophies are also extrinsic incentives. Social psychological research has indicated that extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation. In one study demonstrating this effect, children who expected to be (and were) rewarded with a ribbon and a gold star for drawing pictures spent less time playing with the drawing materials in subsequent observations than children who were assigned to an unexpected reward condition. For those children who received no extrinsic reward, Self-determination theory proposes that extrinsic motivation can be

15

internalized by the individual if the task fits with their values and beliefs and therefore helps to fulfill their basic psychological needs.

TYPES OF EMPLOYEE MOTIVATION

Understanding employee motivation is necessary to the success of a company. By knowing what encourages an employee to do his or her job, a company will be able to implement different policies to increase the performance of the workers. In order to understand employee motivation, one must realize that people are different. This means that different things motivate different employees.

Achievement One type of employee motivation is achievement. In this type of employee motivation, the worker is driven by the goal itself. This in a sense is like climbing a mountain because the mountain is there. Employers often make use of this by presenting challenges to the employees. In making use of this type of employee motivation employers often include incentives such as a promotion or cash. However, for the employees, the incentive is only a bonus to the achievement. Advancement For some employees, their motivation is the prospect of rising up in the ranks of the corporation. They work hard in order to catch the eye of the boss and probably get a promotion. This type of employee motivation is characterized by ambition. Of course, there are times when this type of employee motivation can be dangerous. Sometimes, superiors may find their jobs in danger because of an advancement-motivated employee.
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However, if handled properly, an employee whose motivation is advancement can be the best in the business. As such, this type of employee motivation should be handled carefully.

Pressure Some employees work harder under pressure. This employee motivation is rarely manifested consciously in a worker. It is often the case that an employee unknowingly piles pressure on him or her and this pressure pushes them to work harder. Sometimes, pressure is used by and employee to see just how far he or she would be able to go. However, this type of employee motivation can have some very negative results, considering the fact that every person has a limit. In fact, it often ends up in a breakdown of some sort. Fear This is one of the most commonly used employee motivation techniques. Employees are often threatened with termination if they fail to meet certain objectives. Of course, if an employee does not handle pressure very well, this type of employee motivation technique could be detrimental to his or her work performance. The key to the best employee motivation technique is balance. You need to understand that people have different preferences. Since it is virtually impossible to meet every employees motivation needs, you must develop a technique that incorporates all of the elements of employee motivation. In doing so, you will be able to ensure your companys continued growth.

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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.

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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

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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.

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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

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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.

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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 the 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.

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CHAPTER-4 DATA ANALYSIS AND INTERPRETATION

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Age of the respondents

S. No 1. 2. 3. 4. Options Below 25 25 to 35 36 to 40 41 and above Total No. of respondents 9 29 5 7 50 Percentage (%) 18 58 10 14 100

30 25 20 15 10 5 0 Below 25 25 to 35 36 to 40 41 and above

INFERENCE: The above table inferred the age of the respondents. 58% of the employees fall under the age group of 25-30, 18% of the employees fall under 25, 14% of employees fall under 41 and above and 10% employees fall under the age group of 36-40.

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Experience of the respondents

S. No 1. 2. 3. 4. Options Below 1 year 1 to 4 year 5 to 10 year Above 10 years Total No. of respondents 4 25 13 8 50 Percentage (%) 8 50 26 16 100

Above 10 years

5 to 10 year

1 to 4 year

Below 1 year

10

15

20

25

INFERENCE: The above table shows the experience of the respondents. 50% of the employees have attained 1-4 year of experience , 26% of the employees have attained 5-10 years of experience, 16% of employees are have experience above 10 years and 8% of them are below 1 year.

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Education of the respondents:

S. No 1. 2. 3.

Options UG PG Others Total

No. of respondents 23 24 3 50

Percentage (%) 46 48 6 100

25

20

15

10

0 UG PG Others

INFERENCE: The above table inferred the education of the respondents. 48% of the respondents have completed PG, 46% of the respondents have completed UG, 6% of the respondents have not completed.

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Employee motivation with regard to increments given to employees

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 12 32 4 2 0 50 PERCENTAGE 24 64 8 4 0 100

35 30 25 20 15 10 5 0 Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree

INFERENCE:
The above table shows about the motivation level of the employees regarding the salary increments given to them. 64% of the employees agree with it, 24% of the employees strongly agree, 8% of them are neutral and 4% strongly disagree.

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Financial incentives motivates more than non-financial

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly Agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 0 28 14 8 0 50 PERCENTAGE 0 56 28 16 0 100

Strongly Agree Agree Neither agree nor disagree Strongly disagree Disagree

INFERENCE:
The above table shows about the types of incentives that motivates the employees financial or non-financial. 56% of the employees agree with it, 28% of the employees are neutral, 16% of them strongly disagree.

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Satisfaction with regard to salary drawing at present

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 2 34 10 4 0 50 PERCENTAGE 4 68 20 8 0 100

Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree

INFERENCE:
The above table shows about the level of satisfaction with regard to salary given to them. 68% of the employees agree with it, 20% of them are neutral, 8% strongly disagree and 4% of the employees strongly agree.

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Opinion of the employees with regard to job security

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 10 36 4 0 0 50 PERCENTAGE 20 72 8 0 0 100

INFERENCE:
The above table shows the opinion of the respondents on job security. 72% of the employees agree with it, 8% of them are neutral and 20% of the employees strongly agree.

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Opinion of the employees with regard to job security

Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree

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Retirement benefits available are sufficient.

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 12 30 8 0 0 50 PERCENTAGE 24 60 16 0 0 100

INFERENCE:
The above table shows the opinion regarding retirement benefits provided by organization. 60% of the employees agree with it, 16% of them are neutral and 24% of the employees strongly agree.

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Retirement benefits available are sufficient.

Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree

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Satisfaction with regard to Medical benefits provided.

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 6 32 12 0 0 50 PERCENTAGE 12 64 24 0 0 100

INFERENCE:
The above table shows opinion of the respondents regarding medical benefits. 64% of the employees agree with it, 24% of them are neutral and 12% of the employees strongly agree.

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Satisfaction with regard to Medical benefits provided.

Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree

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Table showing Visibility with top management.

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 6 38 6 0 0 50 PERCENTAGE 12 76 12 0 0 100

INFERENCE:
The above table shows the opinion of the employees relationship with the top manager. 76% of the employees agree with it, 12% of them are neutral and 12% of the employees strongly agree.

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Chart showing Visibility with top management.

Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree

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Satisfaction with regards to responsibility and role in my work.

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 10 38 2 0 0 50 PERCENTAGE 20 76 4 0 0 100

INFERENCE:
The above table shows the satisfaction of the employee with the responsibility and the role of his work. 76% of the employees agree with it, 4% of them are neutral and 20% of the employees strongly agree.

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Satisfaction with regards to responsibility and role in my work.

40 35 30 25 20 15 10 5 0 Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree

40

Table showing the quality of the relationships in the informal workgroup.

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 0 44 6 0 0 50 PERCENTAGE 0 88 12 0 0 100

INFERENCE:
The above table shows the relationship in the informal work group. 88% of the employees agree with it, 12% of them are neutral.

41

Chart showing the quality of the relationships in the informal workgroup.

45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree

42

Satisfaction with regard to support from the HR department.

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree Total RESPONDENTS 4 36 6 4 0 50 PERCENTAGE 8 72 12 8 0 100

INFERENCE:
The above table showing the satisfaction level of the respondents regarding the support provided by the HR department. 72% of the employees agree with it, 12% of them are neutral and 8% of the employees strongly agree.

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Satisfaction with regard to support from the HR department.

40

35

30

25

20

15

10

0 Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree

44

Table showing fare amount of team spirit in the organization.

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 0 34 10 6 0 50 PERCENTAGE 0 72 20 12 0 100

INFERENCE:
The above table shows the team spirit in the organization among the employees. 72% of the employees agree with it, 20% of them are neutral and 12% of the employees strongly disagree.

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Table showing fare amount of team spirit in the organization.

Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree

46

Table showing the best performance in my job.

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 16 32 2 0 0 50 PERCENTAGE 32 64 4 0 0 100

INFERENCE:
The above table shows the opinion of the employees about being the best at their job . 64% of the employees agree with it, 4% of them are neutral and 32% of the employees strongly agree.

47

Table showing the best performance in my job.

35

30

25

20

15

10

0 Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree

48

Table showing schedule of work with regard to job related decision.

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 6 30 12 2 0 50 PERCENTAGE 12 60 24 4 0 100

INFERENCE:
The above table showing the satisfaction level of the respondents regarding the support provided by the HR department . 60% of the employees agree with it, 24% of them are neutral 12% of the employees strongly agree and 4% of them strongly disagree.

49

Chart showing the best performance in my job.

Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree

50

Table showing opportunities for advancement in this organization.

NO. OF S.NO 1 2 3 4 5 PARTICULARS Strongly agree Agree Neither agree nor disagree Strongly disagree Disagree Total RESPONDENTS 0 44 6 0 0 50 PERCENTAGE 0 88 12 0 0 100

INFERENCE:
The above table shows the opportunities available in the organization for advancement . 88% of the employees agree with it, 12% of them are neutral.

51

Chart showing opportunities for advancement in this organization.

45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neither agree nor Strongly disagree disagree Disagree

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CHAPTER-5 FINDINGS

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FINDINGS
The study found that 64% of employee motivation with regard to increments given to employees About 56% of the employees agree that financial incentives motivate them than nonfinancial incentives. 68% employees are satisfied with salary drawings at present. 68% employees are satisfied with regards to the lunch breaks, rest breaks and leaves provided by the organization. Majority 72% of the employees agree good working conditions are provided in the organization. Majority 72% of the respondents are satisfied with the opinion of the job securities provided. Most of the respondents 60% agree that the retirement benefits available are sufficient. Most of the respondents 64% of them agree that the medical benefits provided are satisfactory. Majority 76% of the respondents are satisfied with the responsibility and role of their work. Majority 76% of the respondents visibility with top management are considered important. Most of the respondents 60% feel superior recognizes work in the organization. 68% of the respondents feels the job gives a good status in the organization 76% of the respondents are satisfied with regard to responsibility and role they perform. Majority 88% of the respondents quality of relationship in informal workgroup. 72% of respondents are satisfied with the support from the HR department. Majority of the respondents 72% shows fare amount of team spirit in the organization. Most of the respondents 64% show the best performance in their job. 60% of the respondents feel schedule of work with regards to job related decisions. Majority 88% of the respondents opportunities for advancement in the organization.

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CHAPTER-6 SUGGESTIONS AND RECOMMENDATIONS:

55

SUGGESTIONS AND RECOMMENDATIONS:

Motivation of employees can still be increased so as to increase the efficiency and satisfaction of work. Some of the areas that can be improved are:

Employee- employer relations: The employer should make effort to talk to the employees and share his/her view on various topics. Employer should encourage and support the employee.

Employee- employee relation: Only a few of the employees trust their co-workers, therefore this area needs improvement. Group activities should be encouraged more so that employees can work together and thus strengthen their relation. More informal gatherings should be encouraged so that they can know each other.

Few of the employees are not satisfied with the lunch breaks, rest breaks provided it can be extended. Some of the employees are not satisfied with the relationship between the top management they should be free to speak with their employees.

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CHAPTER 7 CONCLUSION

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CONCLUSION
The motivational strategies used in Ceejay Tobacco Limited are very good. The employees are found to be motivated and they are happy with the pay structure, benefits, work hours, freedom to work etc. The organization has to be appreciated for keeping the employee highly motivated and thereby helping them to meet personal as well as organizational goals.

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CHAPTER-6 BIBLIOGRAPHY

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BIBLIOGRAPHY

Books:

Research methodology, C R Kothari from New Age Publication Human Resources Management, K. Ashwathappa 4th edition. Human Resources Management, V.S.P.Rao from Excel New Publication, New Delhi.

Website:

www.google.com www.humanresources.hrvinet.com www.scribd.com www.wikipedia.com www.igp-group.com

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QUESTIONNAIRE

PERSONAL DETAILS: Name: Age: Gender: Experience: Designation: Qualification:

Q.1. The salary increments given to employees who do their jobs very well motivates them. a) Strongly agree e) Strongly disagree Q.2. Financial incentives motivates me more than non financial incentives. a) Strongly agree e) Strongly disagree Q.3. I am satisfied with the salary I draw at present. a) Strongly agree e) Strongly disagree Q.4. I am satisfied with the lunch break, rest breaks and leaves given in the organization. a) Strongly agree e) Strongly disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree

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Q.5.Good physical working conditions are provided in the organization. a) Strongly agree e) Strongly disagree Q.6.The employees in the organization feel secured in their job. a) Strongly agree e) Strongly disagree Q.7.The retirement benefits available are sufficient. a) Strongly agree e) Strongly disagree Q.8.The medical benefits provided in the organization are satisfactory. a) Strongly agree e) Strongly disagree Q.9.Visibility with top management is important to me. a) Strongly agree e) Strongly disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree

Q.10. I feel that my superior always recognizes the work done by me a) Strongly agree e) Strongly disagree Q.11.I feel that the job I do gives me a good status. a) Strongly agree e) Strongly disagree Q.12.I am satisfied with the responsibility and role that I have in my work a) Strongly agree e) Strongly disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree

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Q.13.The quality of the relationships in the informal workgroup is quite important to me. a) Strongly agree e) Strongly disagree Q.14.I am satisfied with the support from the HR department. a) Strongly agree e) Strongly disagree Q.15.In this organization there is fair amount of team spirit. a) Strongly agree e) Strongly disagree Q.16.I want to be the best at my own job. a) Strongly agree e) Strongly disagree Q.17.I generally like to schedule my own work and to make job-related decisions with a minimum of supervision. a) Strongly agree e) Strongly disagree Q.18. I find opportunities for advancement in this organization. a) Strongly agree e) Strongly disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree b) Agree c) Neither agree nor disagree d) Disagree

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