INTRODUCTION

Tata Teleservices Ltd., a part of Tata Enterprises, is India's leading

provider of telecommunications services headed by Ratan Tata. The
businesses at Tata Indicom have been structured into two main strategic
business groups - the Mobility Leaders business group and the Infotel
Leaders business group. The Mobility business group provides CDMA
mobile services across India in twenty three telecom circles, while the
Infotel business group provides broadband & telephone services, long
distance services and enterprise services. All these services are provided
under the Tata brand.

SureVin is running a 50 seat inbound & a 30 seat outbound

calling center for a Welknown Telecom Company Tata Tele Services Ltd. at
Bhopal. Company is handling around 6.0 lac calls per month for inbound &
around 1.5 lac calls per month for outbound.
 COMPANY PROFILE

Tata Enterprises

Type Public, Listed on BSE

Founded 1985
Headquarters Mumbai, India
Key people Ratan Tata
Industry Telecom
Products Mobile
Revenue USD 3.66 billion
Slogan Suno Dil ki Aawaz
Website www.tataindicom.ocm
 Vision & promise
By 2010 Tata will be the most admired brand in India:

1. Loved by more customers

2. Targeted by top talent

3. Bench marked by more businesses

We at Tata always think in fresh and innovative ways about the needs of our
customers and how we want them to feel. We deliver what we promise and
go out of our way to delight the customer with a little bit more.
 CORPORATE RESPONSIBILITY AT
TATA INDICOM

Overview

At Tata, CSR is a way of life. Each department and

employee strives to be sensitive to the stakeholders and environment within
their work context. Tata encourages employees to take decisions and design
business-linked processes that are sensitive to communities and
environment.

Corporate Social Responsibility (CSR) in Tata encompasses

much more than only social outreach programs. It is an integral part of the
way Tata conducts its business. The essence of Tata commitment to
Corporate Social Responsibility is embedded in the 'Corporate Values',
which stem from its deepest held beliefs. These Values are:

1 To be responsive to the needs of our customers

2 To trust and respect our employees

3 To continuously improve our services - innovatively and

expeditiously

4 To be transparent and sensitive in our dealings with all

stakeholders

Tata encourage its employees to take decisions and design business

processes, keeping in mind the following:
1 Ethics, fairness and being correct
2 Meeting and going beyond compliances and legal
requirements
3 Showing respect and sensitivity towards stakeholders and
communities,
4 Nurturing the environment
We practice our CSR beliefs and commitments through a
three-pronged approach:
1 Engaging with stakeholders
2 Ensuring stakeholder sensitive policies and practices
3 Undertaking programs for our employees, community and environment
Tata Indicomsensitizes its employees towards CSR issues at
various forums. We feel that it is important that each employee should
understand the importance of environmental, social and economical aspects
while taking business decisions. At Tata, each employee is sensitized
towards CSR issues and thus operations at the ground level are influenced.
Such sensitization exercises have resulted in many socially and
environmentally sensitive decisions on the ground. For example,
Confidence Plan for hearing impaired people covers noise-making DG sets
at extra cost, investing in consumer awareness campaigns to ensure safe use
of mobile are some examples of the above.
 EMPLOYEES
Overview

Tatabelieve that one of the most important drivers of growth

and success for any organization is its people. At Tata Indicom, our
'Mantra' for employee delight focuses on 5 Ps - People, Pride, Passion,
Processes and Performance.

Tata Indicom has been recognized among the Best Employers

in the Country for two successive years - being 14th in 2003 & jumping
ahead of several other large conglomerates to an enviable position of the
2nd Best Employer in the Country in 2004. This is a clear demonstration &
acknowledgement of the robust, progressive, people as well as business
aligned Human Resource practices, which the organization has developed
and implemented remarkably in a very short span of time.

Tata Indicom follows an "open door policy" to approach the

management, which helps resolve issues with mutual agreements. We
encourage people to stand up against any unfair treatment for which we
have the Office of the Ombudsman, where employees can raise any issues
regarding business and workplace conduct. Tata ensures transparency
through the various communication policies, strategies and plans. . Regular
Employee Communication Forums provides a platform for the employees to
raise issues that require resolution.

Our leaders strongly believe in facilitating and initiating

activities that help employees manage their health and well-being. Our
focus always remains to redefine leadership; we develop leaders who enable
performance and inspire their people to unleash their potential. Our people
orientation reflects in our vision of being "targeted by top talent", and a key
aspect of our business focus "building a best-in-class leadership team that
nurtures talent at every level."

Employee friendly policies have been put in place, which

amply reflect the organization's concern for its people. Some typical
examples of these policies and practices include a family-day at office, half
day leave for birthdays, gifts for anniversaries, compulsory 10 days off,
festival celebration with family, no official meetings on weekends, five day
weeks, concierge services, call center engagement programs etc. These
"care" policies and practices are applied across the organizational levels
without any discrimination.

From self-management workshops to aerobics sessions, yoga

classes to provision of relaxation/meditation rooms, we ensure that every
employee keeps a check on his/her fitness. Tie-ups with leading health
service organizations enable our employees to undertake periodical health
check-ups depending upon their age. This facility is also extended to
employee family members at discounted rates. The company provides
Flexible Group Medi-claim insurance to all employees, covering all kinds of
illnesses, accidents and hospital coverage for serious ailments. Apart from
these specific engagements, we regularly organize health checkup camps,
eye check-up camps and stress management sessions. Some of our offices
have opened gymnasiums/fitness facilities to ensure that the fitness fanatics
do not have to worry about time constraints to remain fit. At many of our
locations, we have hired psychologists who undertake personal counseling
sessions for employees.

Tata Indicom offers a flexible compensation structure to its

employees wherein the employees have the flexibility to structure their
fixed component of their compensation according to their requirements
within the ambit of legislation.

"Even a sweeper in the corporate office must understand that, if

he does not keep the office clean, the visiting shareholders could question
the company's ability to manage a business if they cannot manage their
premises well".

Our Performance Linked Incentive (PLI) schemes are linked

with the variable component of our compensation structure. This
component is linked to both the individual performance against his/ her set
KRAs (Key Result Areas) and the overall performance of the business entity
that an employee belongs to.

Our leaders and managers understand the need to bring clarity

to employees about how their roles, goals and actions align the realization
of organization's vision and goals. The mechanisms like Performance
Management System (PMS) and Talent Management Process (TMP) are the
key sources of identifying the training needs of the employees and check to
competency levels for promotion.
 ENVIRONMENT, HEALTH AND SAFETY
Overview

At Tata they believe in the philosophy to refuse, reduce,

reuse and recycle. The company has taken many initiatives in this regard,
both within the offices for the benefit of our employees; and for outside
world for the convenience of the people
Few examples of the initiatives taken are mentioned below:

(a) Most of the new Tata buildings recycle waste water for
sanitary and cooling of equipment purposes e.g. DG sets and AC systems.
These buildings also have rain water harvesting systems for ground water
replenishment where appropriate.

(b) All Tata offices have energy efficient light fittings and DG
sets. We also ensure automation that enables energy savings in our
buildings. Building Management System (BMS) - Intelligent Building
concept is being followed in all the new Tata building and campuses that are
coming up. The BMS controls The Heating, Ventilation and Air
conditioning (HVAC) system,, electricity load management, water
management, parking management, security and safety systems to ensure an
efficiently run building on optimal resources.
(c) New buildings also incorporate the concept of and Energy
Wheel which optimizes energy efficiency in buildings. The AC system in
our buildings adds a certain amount of fresh air periodically; In the process
of adding this fresh air the cool air within the building vents out which may
result into higher usage of energy to bring the cooling/ temperature back.
The Energy Wheel concept ensures that as we bring the fresh air in it is per-
cooled thereby optimizing energy efficiency.
 (d) Air quality is checked periodically in all Tata Indicom
offices, and based on the results, duct cleaning, carpet cleaning, chair and
sofa shampooing is undertaken. Water quality is also monitored in cooling
towers for DG sets and Air Conditioner systems so that water born diseases
such as legionella, etc. are avoided.
(e) Use of air curtains on major office exits and double glazing
also results in significant energy saving.
(f) At the time of oil change in DG sets etc. the discarded oil
for disposal is only sent to companies/ vendors approved by the Central
Pollution Control Board (CPCB) for proper disposal as per CPCB approved
processes. All Tata Indicom offices follow the basic requirements specified
by the Pollution Control Board) and ensure statutory compliance.
(g) All Tata Indicom offices have fire alarm systems. Periodic
fire drills are carried out in Tata Indicom offices as a practice. All Tata
Indicom offices are provided with First Aid boxes and have identified
people as First Aid specialists..
Tata Indicom takes all its equipment from its key vendors,
namely Nokia and Ericsson, who comply with all the required health and
safety norms. Each contract with the supplier has a clause that they will
comply with our code of conduct and each year suppliers have to give Tata
Indicom a certificate that they are compliant. There is an induction manual
for sub-contractors to ensure that they follow all the safety and statutory
compliance as well as Tata Standard Operating Procedures.
Tata Indicom is in the process of finalizing its
Environment/ Health & Safety Policy (EHS) and will apply for ISO 14001
compliance within the next 3 years for each of its facilities.
 For outside world

Reduce Paper usage: Due to technological innovations such

as e-bills and electronic recharging, Tata Indicom customers are given a
chance to help save the environment. This has led to the major achievement
of paper savings of approximately 32,500 sq meter every month. This leads
to the saving of 96 trees every year. In addition, as per calculations during
2005-06, and is continuously improving since then. We save 49,000 sq
meter in plastic monthly as the reduced usage of paper coupons and bills.
These results are all the more remarkable, as these paper savings were
achieved despite our customer base increasing.

Sharing Infrastructure: We promote and believe in sharing of

infrastructure (passive) with other telecom operators. This ensures that we
can continue to serve our customers while utilizing minimum resources.
This is of great help in nation like ours where we have a huge burden on our
natural resources

At present, we share around a quarter of our mobile cell sites

across the country, with other service providers.

We have extended our approach of sharing even for the rural

areas, where it makes lesser business sense for operators to roll out. Our
efforts have been well acknowledged by the regulator and the government,
who have initiated efforts for shared rural roll out .

Reducing Fuel Consumption due to travel: Tata, having

grown to be a large company on many counts, faces the key issue of
operations coordination. While one would usually coordinate with others
through face-to-face meetings, Tata has institutionalized the habit of using
videoconferencing and intranet facilities to interact. This significantly
reduces the need for transport and thereby fuel consumption, it saves on
time and generally creates a much more efficient working atmosphere. Tata
earnings calls, i.e. sharing the results with our stakeholders, also happen via
audio-bridge. This enables investors and analysts world-wide to link in to
the call and raise queries. Tata does not stop at providing these facilities for
internal use though. By offering our services, we enable people across the
country to follow the same path and cut down on transport. This is not only
convenient; it also saves tremendous fossil fuel consumption.

Green-Shelters: Another key initiative has been the

deployment of environmental friendly green-shelters at around 7,000 sites.
These green-shelters use high insulation material and Passive Cooling
techniques like PCM, a thermal salt, for indoor Base Transceiver Stations
(BTS). Due to its high freezing point, PCM provides cooling for 4 to 5
hours without any Air conditioning, thus negating any need of electrical
power or diesel generator during that time. This not only saves cost but also
minimizes pollution. These green-shelters also keep noise at a minimum.
Tata is the first company in India to initiate such a measure, and is well
ahead of governmental regulations on the matter.

Our Green shelter initiative has been appreciated by operators

across the world and is being studied for mass deployment in many
countries.

Free-Cooling is another technique that we use to maintain

temperature level during night hours by circulating cooler natural air from
outside to inside the shelter by reworking air conditioner flows. This has
reduced air conditioner consumption by almost 30%.
 Tata Indicom is also working with its suppliers and
experimenting with alternate sources of energy like solar, wind, bio-fuel/
hydrogen to further reduce environmental impact. We are very keen to look
at the viability of these technologies once experiments are being found to be
successful like in the case of Green Shelters. Advertisement
Material:Tata Indicom uses aqua-based ink for all its in-shop branding, in
spite of its cost being three times the cost of ink which is normally used.
The aqua-based ink is environment friendly and does not emit any fumes
and hazard. Sometimes flex materials are used for hoardings,

TECHNIQUES OF MOTIVATION IN TATA

DEFINITION - MOTIVATION is the result of processes

internal or external to the individual, that arouse enthusiasm and
persistence to pursue a certain course of action. Management is supposed to
get the work done by the subordinates towards the attainment of the
common goal. This is the most important function of the management to
inspire and motivate the people with a zeal to do work for the
accomplishment of organization objectives. Motivation is an act of
stimulation towards a desired course of action and has the relation with the
behaviour of the persons on the job

It has been experienced at various occasions that highly

motivated people have achieved what the organisation wants from them
despite the absence of good planning and effective organisational structure.
Moreover, highly motivated people will require lesser control to ensure the
organisation that work will be executed in time. However, it should also not
be misunderstood that motivation is a substitute of planning, organising, and
controlling.
 CONCEPT OF MOTIVATION

The success of an organisation depends not only on technical

expertise but also on the interest of workers. Management is an art of
getting the work done by the people and thereby achieving the results.
Getting work done is not an easy task for the management. There are so
many problems in this process because it is an organisation behaviour that
affects the working of the people.

Before directing or guiding the people at work, the

management must know why do people act as they do and what will
make them to give best on the job. The only answer to these questions is an
act of motivation.
 Objective of Motivation

Motivation plays significant role in getting work done from the

people .the objective of motivation can be given as follows:

1, Boosting morale of the employee A properly planned

motivational activities improve morale of the employee and the
employees develop a sense of attachment with the enterprise.

2.Inrease in productivity of worker For improving the

productivity of worker. It is necessary to motivate them. In our
country. The describe attention is not paid to motivation .this is
reason why productivity in our worker is low as compared to the
worker in western countries.

3.Attention of oragnisation target Financial resource machinery

and material have no relevance unless there is unless there is a
trained man power and more over .the work force is willing to
work for utmost good of organization. Motivation injects in the
employees a willingness to do their work to the best of their
capacity and capability.

4. Development of cordial human resource .It is through a scheme

of motivation that employees of an organization are educated for
developing cordial human relation with the employees .this
enlarges understanding of employee and their attitude toward the
objective of the organization

5. Maintaining competent persons in the organization.

Motivation encourage goods worker to stay in the organization .a
properly motivated worker would not like to leave the
organization rather he would prefer to stay in the organization till
his retirement.

6. Reduction in the cost of production motivation improve the

efficiency of worker .consequently, there is a relation in the cost of
production. For this reasons motivation is taken as an investment.
Evidently, motivation is the essence of management. Growth and
development of organization depend on what extent management
successfully motivate people.
 IMPORTANCE OF MOTIVATION IN AN
ORGANISATION

Motivation is one of the important functions of the

management without which organisational objectives are difficult to
achieve. It is one of the methods of inducing man on the job to get the work
done effectively and to have the best results out of minimum efforts. E.F.L.
Breach has explained the importance of motivation in the following words:
The problem of motivation is the key to management actions and in its
executive form; it is among chief tasks of the General Manager. We may
safely lay it down that the tone of an organisation is the reflection of the
motivation from the top. Administrative actions lose its points unless the
members of the organisation are willing to contribute their efforts for the
fulfillment of their assigned tasks. Motivation is necessary for the better
performance.

Motivation is an important function of management that

affects the willingness of a person to work. In order to get the work done,
management is to motivate the people. There are certain motives that induce
man to work. Such motives are called incentives and these are the basic
tools and techniques of motivating people.

It has been experienced that a man ordinarily works only

70 or 75 per cent of his capacity to work but if he is given some
inducement, he may work to his capacity or in some cases, more than that. It
is incentive which induces him to work. Incentives and results are
correlated. Inciting is a psychological study of a mans behaviour. To
ascertain how and when to induce a man, is the wisdom of the management.
George R. Terry has defined the term as Incentive means that which
incites or has a tendency to incite action.

Classification of Incentives. We can look at incentives from

management stand point as to how it should design incentive system plants.
We can classify incentives into two main groups, i.e., 1. Financial or
monetary incentive, and 2. Non-financial or non-monetary incentives. We
shall now discuss and compare these two groups:

1. Financial or Monetary Incentives. Any incentive that pays

off directly or indirectly in terms of money is a financial incentive. Money
is paid generally as a reward for the extra work done. The importance of
money cannot be exaggerated Money is said to be the sole motivator and it
was prescribed as a remedy for the problems of poor morale, productivity
lags and employee dissatisfaction. Cash provides a since of security among
workers.

Financial incentives may be positive or negative. If a worker is

induced to do a work against money reward, it is a positive incentive. If
money reward is offered for abstaining from doing an act, it is negative
incentive. For example, financial incentives may be given for better
production or for highest production. It is a positive financial incentive but
if a penalty in cash is imposed for above average wastes or the rate of
absenteeism, it would be a negative incentive because people will avoid
such doings.

There are several reasons why financial incentives are so much

preferred by the workers. The motivating power of money is great because :

1. It establishes direct relationship between effort and reward.

2. It is a means to satisfy not only the basic needs of people but also the
status needs.

3. Money provides protection against uncertainties, old age,

sickness,accident,etc.Itis something concrete on which a man can rely in
times of need.

4. It helps a man in setting higher goals for life and self-

fulfillment. It develops self-confidence in him.

5. It makes people money-minded and money-minded people are always

responsive to financial incentives.

6. It is most controllable variable in the total incentive system.

2. Non-Financial or Non-Monetary Incentives.

Non-Financial incentives are not directly paid in terms of

money. Money is not the prime motivator in non-financial incentives. It is
psychic reward or the rewards of enhanced position that can be secured in
an organisation.

Non-financial incentives include all incentives other than

monetary incentives whether planned or unplanned which stimulate
exertion.

The examples of such incentives are:

Job security,

Recognition,
 Participation in management,

Pride in the job,

Training facilities,

Labour welfare and social security measures,

promotion, etc.

Non-monetary incentives, like financial incentives, play a

distinct and significant role in stimulating the instinct of a worker to
produce better in terms of quantity as well as quantity because such
incentives his social needs or esteem or ego needs. Suppose, an organization
declares that the worker who will work for the utmost satisfaction of his
boss, will be awarded the honour of best in the concern and this
recognition will be considered for his next promotion. It will naturally
induce the men to work harder to the utmost satisfaction to his boss to get
promotion.

Like financial incentives, non-financial incentives may be

positive or negative. A person may be promoted for his better performance,
it is a positive non-financial incentive but if he is devoted or penalized in
other way for being absent from his work off and on, it is negative
non-financial incentive.

Non-financial incentives may also be individual or group

incentives.

Non- financial incentives reflect that man works not only for
money but also for other non-monetary considerations such as job
satisfaction, ego satisfaction, higher status in the organisation, recognition
of individual or his work etc.

Financial Vs. Non-Financial Incentives. It is very important

from management point of view to decide whether the organization should
provide financial incentives but it is not a wise step on the part of the
management to provide only for the financial incentives because if the
organization provides more cash to workers to create more interest in the
work, it may likely be possible that it may not add to the efficiency of
worker. Moreover, he may misuse it in vices like gambling, drinking etc.
Non-financial incentives too, stimulate the instinct of man to work hard.
These may satisfy his ego and he may be motivated to work hard.

The management, therefore, should motivate the workers by

offering financial and non-financial incentives and should get the work
done. Which type of incentive should be provided and at what time, it is the
wisdom of the management to decide because proper incentives at proper
time can only stimulate the workers to cooperate the management in
attaining the organizational goals. Sometimes a worker desires mental
satisfaction to get him derived to work hard but not always. On the other
occasion he may like cash. So-financial and non-financial incentives are
essential for motivating a man to work.

Why Employees Are Losing Motivation

Business literature is packed with advice about worker

motivationbut sometimes managers are the problem, not the inspiration.
Here are seven practices to fire up the troops.
 Most companies have it all wrong. They don't have to motivate
their employees. They have to stop demotivating them.

The great majority of employees are quite enthusiastic when

they start a new job.

Three key goals of people at work

To maintain the enthusiasm employees bring to their jobs

initially, management must understand the three sets of goals that the great
majority of workers seek from their workand then satisfy those goals:

Equity: To be respected and to be treated fairly in areas such as pay,

benefits, and job security.

Achievement:To be proud of one's job, accomplishments, and employer.

Camaraderie: To have good, productive relationships with fell low

employees.

To maintain an enthusiastic workforce, management must meet

all three goals. Indeed, employees who work for companies where just one
of these factors is missing are three times less enthusiastic than workers at
companies where all elements are present.

One goal cannot be substituted for another. Improved

recognition cannot replace better pay, money cannot substitute for taking
pride in a job well done, and pride alone will not pay the mortgage.
 Achievement Related

1. Instill an inspiring purpose. A critical condition for

employee enthusiasm is a clear, credible, and inspiring organizational
purpose: in effect, a "reason for being" that translates for workers into a
"reason for being there" that goes above and beyond money.

Benefits are about people. It's not whether you have the forms
filled in or whether the checks are written. It's whether the people are cared
for when they're sick, helped when they're in trouble.

This statement is particularly impressive because it was

composed in a small company devoid of high-powered executive attention
and professional wordsmiths. It was created in the type of department
normally known for its fixation on bureaucratic rules and procedures. It is a
statement truly from the heart, with the focus in the right place: on the
endspeoplerather than the meanscompleting forms.

To maintain an enthusiastic workforce, management must meet

all three goals.

Stating a mission is a powerful tool. But equally important is

the manager's ability to explain and communicate to subordinates the reason
behind the mission. Can the manager of stockroom workers do better than
telling her staff that their mission is to keep the room stocked? Can she
communicate the importance of the job, the people who are relying on the
stockroom being properly maintained, both inside and outside the company?
The importance for even goods that might be considered prosaic to be
where they need to be when they need to be there? That manager will go a
long way toward providing a sense of purpose.
 2. Provide recognition. Managers should be certain that all
employee contributions, both large and small, are recognized. The motto of
many managers seems to be, "Why would I need to thank someone for
doing something he's paid to do?" Workers repeatedly tell us, and with great
feeling, how much they appreciate a compliment. They also report how
distressed they are when managers don't take the time to thank them for a
job well done yet are quick to criticize them for making mistakes.

Receiving recognition for achievements is one of the most

fundamental human needs. Rather than making employees complacent,
recognition reinforces their accomplishments, helping ensure there will be
more of them.

. Be an expediter for your employees.

Incorporating a command-and-control style is a sure-fire path to

demotivation. Instead, redefine your primary role as serving as your
employees' expediter: It is your job to facilitate getting their jobs done. Your
reports are, in this sense, your "customers." Your role as an expediter
involves a range of activities, including serving as a linchpin to other
business units and managerial levels to represent their best interests and
ensure your people get what they need to succeed.

. Coach your employees for improvement.

A major reason so many managers do not assist subordinates in improving

their performance is, simply, that they don't know how to do this without
irritatin or discouraging them. A few basic principles will improve this
substantially.
 First and foremost, employees whose overall performance is
satisfactory should be made aware of that. It is easier for employees to
accept, and welcome, feedback for improvement if they know management
is basically pleased with what they do and is helping them do it even better.

Space limitations prevent a full treatment of the subject of

giving meaningful feedback, of which recognition is a central part, but these
key points should be the basis of any feedback plan:

Performance feedback is not the same as an annual appraisal.

Give actual performance feedback as close in time to the occurrence as
possible. Use the formal annual appraisal to summarize the year, not
surprise the worker with past wrongs.

Recognize that workers want to know when they have done

poorly. Don't succumb to the fear of giving appropriate criticism; your
workers need to know when they are not performing well. At the same time,
don't forget to give positive feedback. It is, after all, your goal to create a
team that warrants praise.

Comments concerning desired improvements should be

specific, factual, unemotional, and directed at performance rather than at
employees personally. Avoid making overall evaluative remarks (such as,
"That work was shoddy") or comments about employees' personalities or
motives (such as, "You've been careless"). Instead, provide specific,
concrete details about what you feel needs to be improved and how.

Keep the feedback relevant to the employee's role. Don't let

your comments wander to anything not directly tied to the tasks at hand.
 Listen to employees for their views of problems. Employees'
experience and observations often are helpful in determining how
performance issues can be best dealt with, including how you can be most
helpful. remember the reason you're giving feedbackyou want to improve
performance, not prove your superiority. So keep it real, and focus on what
is actually doable without demanding the impossible.

Follow up and reinforce. Praise improvement or engage in

course correctionwhile praising the effortas quickly as possible.

Don't offer feedback about something you know nothing about.

Get someone who knows the situation to look at it.
 Equity Related

Communicate fully. One of the most counterproductive rules

in business is to distribute information on the basis of "need to know." It is
usually a way of severely, unnecessarily, and destructively restricting the
flow of information in an organization.
A command-and-control style is a sure-fire path to
demotivation. Workers' frustration with an absence of adequate
communication is one of the most negative findings we see expressed on
employee attitude surveys. What employees need to do their jobs and what
makes them feel respected and included dictate that very few restrictions be
placed by managers on the flow of information. Hold nothing back of
interest to employees except those very few items that are absolutely
confidential.Good communication requires managers to be attuned to what
employees want and need to know; the best way to do this is to ask them!
Most managers must discipline themselves to communicate regularly. Often
it's not a natural instinct. Schedule regular employee meetings that have no
purpose other than two-way communication. Meetings among management
should conclude with a specific plan for communicating the results of the
meetings to employees. And tell it like it is. Many employees are quite
skeptical about management's motives and can quickly see through "spin."
Get continual feedback on how well you and the company are
communicating. One of the biggest communication problems is the
assumption that a message has been understood. Follow-up often finds that
messages are unclear or misunderstood.
 Camaraderie Related

Promote teamwork. Most work requires a team effort in

order to be done effectively. Research shows repeatedly that the quality of a
group's efforts in areas such as problem solving is usually superior to that of
individuals working on their own. In addition, most workers get a
motivation boost from working in teams.

Creating teams has as much to do with camaraderie as core

competences. A manager needs to carefully assess who works best with
whom. At the same time, it is important to create the opportunity for
cross-learning and diversity of ideas, methods, and approaches. Be clear
with the new team about its role, how it will operate, and your expectations
for its output.
Related to all three factors

Listen and involve. Employees are a rich source of

information about how to do a job and how to do it better. This principle has
been demonstrated time and again with all kinds of employeesfrom
hourly workers doing the most routine tasks to high-ranking professionals.
Managers who operate with a participative style reap enormous rewards in
efficiency and work quality.

Participative managers continually announce their interest in

employees' ideas. They do not wait for these suggestions to materialize
through formal upward communication or suggestion programs. They find
opportunities to have direct conversations with individuals and groups about
what can be done to improve effectiveness. They create an atmosphere
where "the past is not good enough" and recognize employees for their
innovativeness.

Participative managers, once they have defined task

boundaries, give employees freedom to operate and make changes on their
own commensurate with their knowledge and experience. Indeed, there may
be no single motivational tactic more powerful than freeing competent
people to do their jobs as they see fit.

How Management Demotivates

There are several ways that management unwittingly demotivates

employees and diminishes, if not outright destroys, their enthusiasm.

Many companies treat employees as disposable. At the first sign of business

difficulty, employeeswho are usually routinely referred to as "our greatest
asset"become expendable.

Employees generally receive inadequate recognition and reward: About half

of the workers in our surveys report receiving little or no credit, and almost
two-thirds say management is much more likely to criticize them for poor
performance than praise them for good work.

Management inadvertently makes it difficult for employees to do their jobs.

Excessive levels of required approvals, endless paperwork, insufficient
training, failure to communicate, infrequent delegation of authority, and a
lack of a credible vision contribute to employees' frustration.
Ten Tips on Improving Employee Motivation

No matter the size of your company, having a team of motivated, hard-

working employees is crucial to your business success. When people lose
their motivation, however, their job performance suffers -- they become less
productive, less creative, less of an asset to the company.
The bottom line: You pay a heavy price when employees have
motivation issues. how then to light a fire under an employee who has lost
his or her motivation, whether a former hard worker whose performance has

declined over the years, or a long-term problem employee who has failed to
improve?
Here are 10 useful pointers on getting your employees
enthused, productive, and ready to give their all:
Build a foundation. Its important to build a solid foundation for your
employees so they feel invested in the company. Tell them about the history
of the business and your vision for the future. Ask them about their
expectations and career goals, as well as how you can help them feel part of
the team. When any new employee starts, make sure he or she
receives a thorough welcome orientation.
Create a positive environment. Promote an office atmosphere
that makes all employees feel worthwhile and important. Dont play
favorites with your staff. Keep office doors open and let folks know they
can always approach you with questions or concerns. A happy office is a
productive office. Put people on the right path. Most employees are looking
for advancement opportunities within their own company. Work with each
oF them to develop a career growth plan that takes into consideration both
their current skills and future goals. If employees become excited about
whats down the road, they will become more engaged in their present
work.
Educate the masses. Help employees improve their
professional skills by providing on-the-job training or in-house career
development.
Allow them to attend workshops and seminars related to the industry.
Encourage them to attend adult education classes paid for by the company.
Employees will feel you are investing in them, and this will translate into an
improved job performance.
Dont forget the fun. Once in a while you have put work aside
and do something nice for the people who work for you. Treat the office to a
pizza lunch or take everyone to the movies. Reward employees with an
unexpected day off or by closing the office early on a random Friday
afternoon.
Acknowledge contributions. You can make a huge difference in
employee morale simply by taking the time to recognize each employees
contributions and accomplishments, large or small. Be generous with praise.
Provide incentives. Offer people incentives to perform well,
either with something small like a gift certificate or something more
substantial such as a performance-based bonus or salary increase. Give out
Employee of the Month awards. Such tokens of appreciation will go far in
motivating employees.
Honor your promises. Getting people to give their all requires
following through on promises. If you tell an employee that he or she will
be considered for a bonus if numbers improve or productivity increases,
youd better put your money where your mouth is. Failure to follow through
on promises will result in a loss of trust -- not only that persons trust, but
the trust of every employee that hears the story.
Provide career coaching. Help employees reach the next level
professionally by providing on-site coaching. Bring in professionals to
provide one-on-one counseling, which can help people learn how to
overcome personal or professional obstacles on their career paths.
Match tasks to talents. You can improve employee motivation
by improving employee confidence.
TeamBuilding Sense + Simplicity + Relevance = Results
Successful team building will have far reaching ramifications
in your organization. Improve the way team members interact and you
improve their ability to solve problems. Better problemsolving means
better efficiency in general. Increased efficiency tends to boost morale and
productivity. It also helps to decrease stress, turnover and operating costs.
And all of these improvements bolster your organizations public image.
Once established an effective team becomes self perpetuating. Aren't these
the outcomes you want from your team building provider? More
 RESEARCH METHODOLOGY

The Data for this project was collected through Primary and Secondary
sources.
It is essential to collect Primary DATAto make Research survey. A
successful and the most popular technique of data collection is through a
Magazines, Journals, Newspapers and Web sites.

SECONDARY SOURCE: This Report is dedicated to Secondary

information about company profile and various decisions taken by the
company regarding product line expansion, product line pruning and
various other matter related to product line. I have collected this
information with the help of internet and journals. This report gives
you relevant information about various activities taken by TATA
INDICOM PVT.Limited.

DATA COLLECTION TOOL:I have collected all the information

with the help of Internet, Journals and Secondary source.
ANALYSIS OF DATA
Three preliminaries should be followed for analyzing a data:-
1. Editing
2. Classifying
3. Coding
The contents of data obtained in the study were carefully checked
for any possible inconsistencies or incompleteness. And then finally
the data was interpreted to reach a final conclusion.
 SAMPLING
MEANING: -

The responders will be based on the random selection among the different
level different authorities & different department.
The research have selected 50 respondents & obtained the questionnaire
results role of attitudes & suggestions representatives their through in their
environment towards the lab our absenteeism.

RANDOM SAMPLING
According to portion Random sampling is the form applied when the
method of selection assures each individuals or elements in universe an
equal of being chosen.

HYPOTHESIS

The study of the problem is aimed to the following hypothesis

1. A hypothesis is tentative imaginations the validity of which is
going to be tested in its most eliminatory stage the hypothesis may
be any guess imaginative idea which becomes the basic for action
or investigation.
2. That the disparate in welfare facility it is the cause of the
employee absenteeism.
3. The labour absenteeism is depends on avoidable & un-avoidable
causes.
DATA ANALYSIS AND INTERPRETATION

Satisfaction Parameters

Q.1.whatdoyou think about Leadership and planning?

1.1 I have confidence in the leadership of this COMPANY
1.2 There is a adequate planning of corporate
1.3 Management does not play favorites
1.4 Management does not say one thing and do other
ANS

Percent Respondent no.

Strongly disagree 72 36
Disagree 15 7.5
Agree 11 5.5
Strongly agree 2 1.0
Total 100 50

leadership and planning

72%
80%
60%
40%
15%
20% leadership and planning
0% 2%

11%

Remarks-
Employee wants that leader which works with the ability of a
manager to induce employees to work with confidences and zeal.

Influencing leader should take place in the organization.

Plans are made but they are not as it is implemented.

Strongly favouritism takes place.

 No adequate planning of corporate world.

Q.2. what do you think about Corporate culture and work ethics
of company?
2.1 Quality is top priority with this company
2.2 Company fulfill its philosophy
2.3 Individual initiative is encouraged at this company
2.4 Nothing at company keeps me from doing my best everyday

ANS..

Percent Respondent.no
Strongly agree 10 5.0
Agree 4 2.0
Strongree 75 37.5
disagree
Disagree 11 5.5
Total 100 50

corporate culture and work ethics

80%
70%
60%
50%
40%
corporate culture and work
30% ethics
20%
10%
0%

Remarks
 Employees are affected by the culture which they live in the
organization.
Degree of responsibility,freedom and opportunities of exercising
individual initiatives.
Organization fulfill its mission.
Best quality of employee are not enhancing because of favoritism.

Q.3 what do you think about communication system?

3.1Companys corporate communications are frequent enough

3.2I receive enough information about company goals, strategies and
activities
3.3There is adequate communication between departments

4.5

3.5

3 Column1
2.5 Column2
column3
2
column4
1.5

0.5

0
top-top top-middle middle-bottom top-bottom

Remarks-
No adequate and proper communication within the top,middle and
bottom management.
 Organization corporate communication are not frequently enough.
Management should provide order and instruction in connection with
their duties.
Not receiving enough information about the company activities and
strategies.

Q.4 what do employee thinks about Career development?

4.1 I have clearly established career path in this company

4.2 I can see the opportunities to learn and grow
ANS...
PERCENT RESPONDENT
NO.
Strongly 78 39.0
Disagree
Disagree 15 7.5
Agree 6.5 3.25
Strongly agree 0.5 0.25
Total 100 50

career development
90%
80%
70%
60%
50% Sales

40% 78%
30%
20%
10% 15%
7%
0% 1%
strongly disagree disagree agree strongly agree

Remarks
Poor growth rate of employees.
Organization should not come forward to take part in learning
activities.
Organization offer careers,not jobs to the employees so that the
talent can be attracted and retained in the organization.
Q.5.What is the company rolein employee motivation?

a) I am given enough authority to make the decisions.

b) I feel i am contributing to companys mission
c) I have the materials and equipments i need to do my job well
d) My roles and responsibilities are well defined

Ans....

4.5

3.5

2.5 Series 1
Series 2
2
Series 3
1.5

0.5

0
as a employee as a trainee role for the customers

Remarks-
Not having authority to take part in decision making.
Employee work should be counted to fulfil the mission
of organization.
Roles and responsibilities are over loaded.
 Separate tools and equipments needed.

SWOT ANALYSIS
STRENGTHS:

1) Nearest to the row materials source: Availability of the row

material to the Tata indicom. is very near, it is in such way that is, the
purchase cotton from around 3000 grower members of tata idicom . And the
company purchases its cotton at the open auction held by co-operatives
namely The Gadag Co-operative cotton sale society, T.A.P.C.S.M. society of
Annigeri and in Gadag A.P.M.C. this is result in less transport cost.

2) Less transport cost:Tata purchases row materials around the Gadag

area, so carrying cost of the row material is very less.

3) Goodwill:Around Gadag area there are less industries and it has

provided large employment opportunities to people. So it has good will in
south Karnataka.

4) Satisfaction of consumer needs:company has been satisfying the

consumer needs.

5) High quality:And also company. Maintains high quality of cotton

yarn.

WEAKNESS:

1) National presence is not there:In international market company has

been demand for its product, so it has less national presence.

2) Heavy excise duty:Government has fix up heavy excise duty on

cotton yarn export of company.

3) Less working capital:The main weakness of company. Is the less

working capital for its day to day activities?
4) Electricity problem:company also facing the electricity problem. So
it is also one of the barriers to continuous production.

OPPORTUNITIES:

1) Grab market in south Karnataka:TATA INDICOM has it

maximum share in south Karnataka.

2) Increase in production capacity: Due to the installation of new

technology, new machines, production capacity of the Tata indicom. Has
been increasing.

3) Increasing demand for yarn: Step by step demand for yarn and yarn
products have been increasing.

4) Bank finance: Tata indicom takes its financial assistance from K.C.C.
Bank, N.C.D.C. Bank, Bijapur, D.C.C. Bank.

THREATS:

1) Danger from the strong competitors: Danger from the strong

competitors who are having national presence and spend a lot on promotion
activities.

2) Danger of losing international market:It is because of other strong

competition from the other standard companies who are having a national
presence.

3) Heavy excise duty:Tataindicom. Is in loss. So excise duty on its sales

and export is the major threat for C.D.M.A.
 RECOMMENDATIONS.

The best form of motivation is through achievement and environment

which rewards fresh thinking and breeds professional restlessness in one
where bright people can grow.

Counseling:

The best answer for his problem is to counsel the workers. The management
should counsel the worker and study about their problems. While
counseling the management should give equal importance to workers
problems, so that they will feel they are also a part of the company. Further
the counseling would be done in a cordial manner; otherwise a worker feels
hurt and creates another counter problem. By doing so the management may
have suggestions from workers for their problems and there by the
Management can minimize the rate of absenteeism.

Sensitive training:

Its objective is to give people an opportunity to develop awareness of their

own behavior, how others see them, greater sensitivity to the behavior of
other and better understanding of group process. The main method used for
this training is change behavior through group interaction in an unstructured
setting.

Introduction of Formal leave application system:

A formal leave application system should be introduced . Wherein each

worker, desirous of taking leave have to submit an application to the
personnel officer two days in advance along which reason for leave and
number of days of leave. This scheme should be supported by some cash
incentives. The advantage of this scheme will be that the management will
be aware of the number of workers at job and plan production accordingly.
Introduction of Absence Management Process:

Steps tackle the problem, can be initiated by introduced by introducing a

formal system to manage absenteeism and follow up to see that it is working
effectively.

Introduction of Good Attendance Scheme:

The unit should introduce certain attractive schemes for workers, who are
regular to work. Schemes like Good Attendance Schemes, under which
every month workers who worked without being absent for a single day
should be rewarded. By introducing such schemes the management may
incur some expenditure but it can reduce absenteeism.

Introduction of Casual and Effective leaves:

Casual and Effective leave are leave with wages. These leave facilities can
be effectively used to reduce the rate of absenteeism used to reduce the rate
of absenteeism in the organization.

Casual Leaves- This leave facility will be available only to those workers
who have continuously worked for 6 months in the unit. These can be up to
eight days in a year.

Effective Leaves- These leaves are additional to the casual leave and can be
availed by the worker only if he has an attendance of 240 days in a year.

Workers Education:

The management can have meeting with the worker to educate them in
many fields. The company should educate the employees in such a way to
give them ideas like what still benefits for the workers or for management if
they reduce man hour wastage and increase production. The company
should conduct such meeting once in month or when it feels convenient.
And during such meetings should make clear about the advantages for not
being absent like increase in wages, decrease in disadvantages of
absenteeism like non-eligibility for incentives, benefits and incentives.

Introduction of Performance Related Reward & Other fringe Benefits:

Rewards consist of packages of benefits. Reward management technique

need to be adjusted with performance appraisal in order to harmonies with
new system in an organization. Basically there can be three types of benefits
which can be provided to the worker. These include, Infringe related
Benefits for example medical insurance etc. Profit related benefits,
Performance related benefits.

Fines and Penalties: In exceptional cases management should taken up this

step by levying fines and penalties to the workers who are in the habit of
remaining absent regularly.

Motivation by Publishing the Mission Statement: The unit can be published

a statement of values and benefits of the management and distribute in to all
workers and staff or by some other means bring it to their notice. These can
contain the commitment of the organization. A specimen of some is given
below.
 FINDINGS & CONCLUSION

1. The employees are not happy and not satisfied with their salary hence
salary do not motivates them.

2. They are not satisfied with the sitting arrangements.

3. Off roll employees dont get extra benefits like incentives, etc. For
their performance.

4. They are not motivated by the working hours.

5. Sometimes they are not aware and dont know the functioning of the
new product.

6. For their better performance they dont get incentives but they get
rewards like star (*) of the month when any employee performs
better.

7. Senior and supervisors dont take any interest in employees welfare

and also nevers communicate on personal problems.

8. Seniors/are supportive and allow them to participate in decision

making.

9. Organisation provide better working conditions, (Mob. Ph.) That is

why the emp are motivated to work here.
 SUGGESTION

Working house should be fixed

1. Every employee should be appraised equally for their performance
2. The number of employees should be increased.
3. The employees must know how to deal with the customers directly,
that will motivates them for motivating employees.
4. Create a positive environment.
5. The facilities and incentives should be given for the off roll
employees according to their work done.
6. Good salary should be given to the off roll employees as they are
very hard working.
7. Job security should be given to all the employees for motivating
them.
8. More training and development programs should be conducted.
9. Match task to talents.
10. Celebrate achievements if any so that the employees will be
motivated.
11. Have one-on-one meeting with each employee then they will be
motivated.
12. Admit to your self; if you dont like an employee.
 BIBLIOGRAPHY

Bibliography
The research has been reviving a total no. of books all the books are
pertaining in human resources management and development.

Books referred:-

Dr .C.B.Gupta Human Resource Management

P. Subba Rao - Human Resources Management &Industrial

Relations
Maggineson David et al, Human Resource Development New Delhi,
Crest 2001

Ashwatthapa - Human Resource Management

www.google.com
www.tataindicom
www.vikkipedia.com
 QUESTIONNAIRE
Q.1. What do you think about Leadership and planning ?
Strongly disagree
Disagree
Agree
Strongly agree

Ans
Q.2. what do you think about Corporate culture and work ethics
of company?
Strongly disagree
Disagree
Agree
Strongly agree

ANS..

Q.3 what do you think about communication system ?

Top-top
Top-middle
Middle bottom
Top-bottom

ANS

Q.4 what do employee think about Career development ?

Strongly disagree
Disagree
Agree
Strongly agree

Ans

Q.5.What is the company role in employee motivation?

As a employee
As a trainee
Role for the customer
Ans.
 SHRI RAM INSTITUTE OF
MANAGEMENT, JABALPUR

A
Project Report
On
A STUDY OF MOTIVATION IN
TATA INDICOM COMPANY
PVT.LTD
Submitted for
The Partial fulfillment of Degree of Master of Business Administration

Semester IV
Session 2012-13

Under The Guidance Of

Ms. Sarita Singh

Asstt. Professor

Submitted By

Tarun Nema
MBA IV SEM
Enrolment no.AZ/18049
 RANI DURGAVATI VISHWAVIDYALAYA
JABALPUR(M.P.)

CERTIFICATE

This is to certify that Mr. Tarun Nema student of Master Of

Business Administration (IV Semester) SRIM Jabalpur has
completed the project titled MOTIVATION under my
guidance and the same is being submitted for the partial
fulfillment of the award of degree of MASTER OF BUSINESS
ADMINISTRATION by RANI DURGAVATI
VISHVAVIDYALAYA, Jabalpur for the academic year 2012-
2013

This report is up to the standard both in respect of its

content and its literary presentation.

I wish him/her all the success.

Ms. Sarita Singh

Asst. Prof.
SRIM
 CERTIFICATE

This is to certify that Mr. Tarun Nema, who is a

student of Shri Ram Institute Of Management MBA IV

semester, has prepared the project titled MOTIVATION ON

TATA INDICOM under the guidance of Ms. SARITA

SINGH. and the same is being forwarded to the university.

DR. ATUL DUBEY

PRINCI PAL
SRIM
 DECLARATION
I hereby declare that the Project

titledTATA INDICOM PVT.LTD

COMPANY

MOTIVATION at being submitted for

the partial fulfillment for the award of

the degree of Master of Business

Administration to Rani Durgavati

Vishwavidyalaya, Jabalpur is my own

work done under the guidance of

Ms.Sarita singh .

PLACE NAME
JABALPUR TARUN NEMA
IV SEM
 SRIM JABALPUR

ACKNOWLEDGEMENT
I am highly indebted to SRIM for her guidance and constant
supervision as well as for providing necessary information
regarding the project and also for her support in completing the
project.

I would like to express my gratitude towards Dr. Atul Dubey

Principal, SRIM for their kind co-operation and encouragement
which help me in completing the project.

I am grateful to other faculty members also for their help and

valuable suggestions.

I am also thankful to the Director Mr.N.N. Dubey for their

encouragement and advice.
It gives me great pleasure in expressing my heartful gratitude and
indebtedness for the kind blessings showered upon the students by
Honble Chairman Shri. R. Karsolia.

TARUN NEMA
MBA IV SEMESTER
SRIM
JABALPUR

CONTENTS
Sr. No. Description Page No.
f Introduction 1

2. Company Profile 2-8

3. TOPIC DESCRIPTION 9-32

4. Research Methodology 33-34

5. Data Analysis and 35-39

Interpretation
6. SWOT Analysis 40-41

7. Recommendation 42-44

8 Findings & Conclusion 45

9. Suggestions 46

10. Bibliography 47
11. Annexure 48