PROJECT REPORT

On

Motivation Level of Employees

A Major project report submitted in partial fulfillment of the requirement for

the degree of

MASTER OF BUSINESS ADMINISTRATION

SUBMITTEDTO: SUBMITTED BY:

Asst. PROF. KIRANJIT KAUR SANDEEP KAUR

ROLL NO: 367

MBA 3rd SEM

(CORDIACOLLAGE, SANGHOL)

[AFFILIATED TO PUNJABI UNIVERSITY, PATIALA]

 DECLARATION

I Sandeep Kaur certify that the work embodied in this project report is my own bonafide work
carried out by me under the supervision of Asst. Prof .KIRANJIT KAUR from date January 2019
to May 2019 at CORDIA INSTITUTE OF BUSINESS MANAGEMENT,
SANGHOL(PUNJABI UNIVERSITY PATIALA). The Matter embodied in this project report
has not been submitted for award of any other degree/diploma.
I declare that I have faithfully acknowledged, given credit to and referred to the research work
wherever their works have been cited in the text and the body of the project report. I further
certify that I have not willfully lifted up some other’s work, para, Text, data, results, etc. reported
in the journals, books, magazines, reports, dissertations, theses, etc., or available at web-site and
included them in this project report and cited as my own work. I also declare that I have adhered
to all principles of academic honesty and integrity and have not misrepresented or fabricated or
falsified any idea/data/fact/source in my submission.

SANDEEP KAUR
ROLL NO - 367
MBA 3rd SEM
 ACKNOWLEDGEMENT

I, SANDEEP KAUR would like to acknowledge the contribution of the following groups and
individuals to the development of my project. I express my sincere gratitude to Asst. Prof
.KIRANJIT KAUR opportunity to work on this project.
I feel highly obliged and indebted to my guide Asst. Prof –KIRANJIT KAUR of management
department, also to all the faculty members for not only providing the moral and organization
support but also inspiring encouragement during the course of the work.
Last but not least wish to avail myself of this opportunity, express a sense of gratitude and love
to my friends and beloved parents’ for their manual support, strength, help, and for everything .

SANDEEP KAUR

ROLL NO - 367
MBA 3rd SEM
 PREFACE

Master of Business Administration is a stepping stone to the Management Career. It has great
pleasure in presenting this research project which is essential in partial Fulfillment of MBA
programmer. Research Report is an integral part of curriculum and its purpose is to provide the
Student with the practical exposure of the today’s changing scenario. It helps in the development
of practical skills and analytical thinking process about the investment methods of different
people in the present environment. It provides with basic skills required to perform the survey
and statistical tool needed to analyses the data. Thus it helps in molding the students according to
the requirement of actual world. Simple language has been used throughout the report. Report is
illustrated with figures, charts and diagrams as and when required.

SANDEEP KAUR

ROLL NO - 367
MBA 3rd SEM
 CONTENTS

SR. CHAPTER PAGE NO.

NO.
1. INTRODUCTION OF COMPANY

2. INTRODUCTION OF
EMPLOYEES MOTIVITION

3. REVIEW OF LITERATURE

4. RESEARCH METHODOLOGY

5. OBJECTIVES OF THE STUDY

6. DATA ANALYSIS AND

INTERPRETATION
7. CONCLUSION AND SUGGESTIONS

8. LIMITATION OF THE STUDY

9. BIBLIOGRAPHY

10. ANNEXURE
 CHAPTER-1

INTRODUCTION OFCOMPANY

PROFILE OF CAMPANY

CROMPTON GREAVES
As one of the world`s leading engineering corporations, CG provides end-to-end solutions, helping
its customers use electrical power effectively and increase industrial productivity with
sustainability. CG was established in 1937 in India; and, since then the Company has been a
pioneer and has retained its leadership position in the management and application of electrical
energy.
 
Our unique and diverse portfolio ranges from transformers, switchgear, circuit breakers, network
protection & control gear, project engineering, HT and LT motors, drives, Power Automation
Products and turnkey solutions in all these areas; thus enhancing the many aspects of industrial and
personal life. This portfolio has been structured into 2 SBUs - Power Systems and Industrial
Systems. For details please refer to the panel on the right.
 
Since 2005, CG has embarked upon an ambitious globalization strategy, growing both organically
and inorganically, drawing into its fold leading international companies such as Pauwels,
Ganz, Microsol, Sonomatra, MSE and PTS. Consequent to this globalisation, CG now enjoys
manufacturing bases in Belgium, Hungary, Indonesia, Ireland, France, UK and US, in addition to
more than twenty Smanufacturing locations in India, employing more than 8000 employees
worldwide with diverse nationalities and cultures. A worldwide marketing network of more than
150 representatives spans the globe, offering the entire range of CG’s products, solutions and
services. 
 
CG has been aggressively investing in R&D, product certifications, product quality, productivity
enhancement and operational excellence. CG`s Global R&D centre, located  in India, has been
recognised for its innovation and received the  prestigious "National Award for the Best R&D
Efforts" for its outstanding achievements in the Electrical Engineering Sector in 2008. CG`s R&D
strategy aligns with the Company`s Global Vision, and focuses on creating platform technologies,
shrinking product development cycle time and enhancing CG’s Intellectual Property capital. 
 
To unify our global focus, all CG facilities across the world have taken actions to ensure that
customers receive consistent "One World Quality", for all CG products and solutions in all parts of
the world.
 
Thanks to its well structured and validated business model, CG is well positioned to provide its
customers with technology-driven, value-added solutions, leveraging a broad product portfolio on
the one hand, and enhancing the entire value-chain quality, delivery, and services on the other
hand.

HISTORY OF CROMPTON GREAVES

The origins of CG can be traced back to the pioneering work of Colonel REB Crompton, who, in
1878 founded a business at Chelmsford, Essex, England under the name of REB Crompton & Co.,
to engage in the manufacture and contracting of electrical equipment.
 
REB Crompton & Co. merged with F&A Parkinson Limited, thereby establishing Crompton
Parkinson Limited (CPL) in England. In 1937, CPL established its wholly owned Indian subsidiary
'Crompton Parkinson Works Ltd.', in Mumbai, along with a sales organization, 'Greaves Cotton &
Crompton Parkinson Ltd.'
 
In the year 1947, with the dawn of the independence of India, the Company was taken over by Lala
Karamchand Thapar, an eminent Indian industrialist who formed the Thapar Group. In 1966,
Crompton Parkinson Works Ltd and Greaves Cotton & Crompton Parkinson Ltd. merged to create
CG Power and Industrial Solutions Limited in its present form.
 
In the 1960s CG took its initial steps to revolutionize its portfolio, which till then comprised only
motors and consumer products. It took a major leap in the electrical engineering segment, through
the acquisition of transformer technology from Westinghouses Electric Corporation of USA, for
manufacture of 400 kV transformers and aluminum wound transformers. This was followed by
further expansion in the switchgear, vacuum interrupter and allied businesses. By 2005, the
Company had emerged as one of the leading companies in the electrical engineering domain of
India, in its three business areas of Power Systems, Industrial Systems and Consumer Products; and
a serious contender in the global arena.
 
CG established its international manufacturing footprint in the year 2005 by acquisition of the
Belgium based Pauwels Group, which gave CG additional manufacturing facilities for Power and
Distribution transformers at Belgium, Ireland, USA and Indonesia. This was followed with a series
of successful acquisitions - Ganz, Hungary in 2006; Microsol, Ireland in 2007; Sonomatra, France;
MSE, USA in 2008 and PTS, UK in 2010 in its quest to establish a technology edge, increase its
global market reach and enhance the product portfolio. The business domains of the new
companies that joined the CG family, has charted the way for CG becoming a "full solutions
provider" which has carved out for CG a position as a serious international player and a recognized
transnational corporation.
 
Initially, CG`s foreign acquisitions operated their respective businesses under their individual
Brand names. To integrate these new entrants into the CG family, the first step was integration of
processes, systems and technologies across all the acquired companies worldwide. The next step
was to articulate the one single idea that provided a common thread through all the CG Group
companies. We discovered our shared philosophy as "our core strength is the value we place on
relationships, and the ability to provide solutions, which, in turn, strengthen these relationships".
This realisation and initiative gave birth to CG`s new Brand Identity which was launched on 15th
October, 2009, succinctly Sconveying this shared philosophy.
 
Whilst the Company`s name in India will continue to be CG Power and Industrial Solutions
Limited, the names of all the foreign companies in the CG family start with "CG", thus establishing
their lineage and uniting every company in the CG family with a common face to the internal as
well as the external world, globally.
 
Today, CG is a public listed company, amongst the "A" (premier) category of listings on the
Bombay and National Stock Exchanges of India and its GDRs are listed on the London Stock
Exchange, with over 140,000 shareholders.
 
 CHAPTER- 2

INTRODUCTION

OF

EMPLOYEES MOTIVATION
 INTRODUCTION

Introduction

The efficiency of a person depends on two factors, firstly, the level of ability to do a certain
work, secondly, the willingness to do the work. So for as the first factor is concerned it can be
acquired by education and training, but the second factor can be created by motivation. A
person may have several needs and desires. It is only strongly felt needs which motives
become. Thus motives are a product of needs and desires motives are many and keep on
changing with time motives are invisible and directed towards certain goals. Motivation
means that process which creates on inspiration in a person to motivation is derived from the
word ‘motive’ which means the latest power in a person which impels him to do a work.

Motivation is the process of steering a person’s inner drives and actions towards certain goals
and committing his energies to achieve these goals. It involve a chain reaction starting with
felt needs, resulting in motives which give rise to tension which census action towards goals.
It is the process of stimulating people to strive willingly towards the achievement of
organizational goals motivation may be defined as the work a manager performs an order to
Induce Subordinates to act on the desired manner by satisfying their needs and desires. Thus
motivations is concerned with how behaviour gets started, is energized, sustained and
directed.

Definition of Motivation :

According to Michael J. Jacius; Motivation is the act of stimulating someone or oneself to

get a desired course of action or to push the right button to get a desired reaction.

According to Dalton E. Mcfarland, "The concept of motivation is mainly psychological. It

related to those forces are many and keep on changing with time motives are invisible and
directed towards certain goals.
Techniques of Motivation

 Positive and negative motivation.

 Financial and Non-financial motivation.
 Individual and group motivation.
 Extrinsic and Intrinsic motivation.

Positive and negative Financial and Non-

motivation. financial motivation

Techniques
ofMotivation

Individual and group Extrinsic andIntrinsic

motivation. motivation.
Importance of Motivation

Motivation is one of the most crucial factors that determine the efficiency and effectiveness
of an organization with its help a desire is born in the minds of the employees to achieve
successfully the objective of the enterprise. All organizational facilities will remain useless
people are motivated to utilize these facilities in a productive manner. Motivation is an
integral part of management process. An enterprise may have the best of material, machines
and other means of production but all these resources are meaningless so long as they are not
utilized by properly motivated people. There was a time when the human resource of
production was treated like other non-human resources and was not given any special
importance. But this old concept has lost all importance in this competitive age classifying
the importance of motivation Renis Likert has called it. "The core of Management". The
importance of motivation becomes clear from following facts:

1. High Level of Performance.

2. Low Employee Turnover and Absenteeism.
3. Easy Acceptance of organizational changes.
4. Good human relations.
5. Good image of organization.
6. Increase in Morale.
7. Proper use of Human Resource Possible.
8. Helpful in Achieving Goals.
9. Builds Good relations among employees.
10. Easier Selection.
11. Facilities Change.
Problem of Motivation

Motivation is the outcome of a certain relation between the superiors and the sub-ordinates
for this the superiors or the managers make special effort different from the daily control or
functions. It is not necessary that the efforts made by the managers will be unanimously
acceptable. It can also be opposed in this way there are many hurdles in implementing a
motivational system. They are follows:

1. A Costly Efforts
2. Trouble Making Employees.
3. Motivation is an internal feeling.
4. Opposition to changes.
 CHAPTER-3

REVIEW OF LITERATURE
 REVIEW OF LITERATURE

In a complex and dynamic environment, leader of the organization used to create the
environment in which employee feel trusted and are empowered to take decisions in the
organization which leads to enhance motivation level of employee and ultimately
organizational performance are enhanced.

Smith and Rupp (2003) stated that performance is a role of individual motivation;
organizational strategy, and structure and resistance to change, is an empirical role relating
motivation in the organization. Likewise, Luthans and Stajkovic (1999) concluded that
advancement 472 Glob Bus Perspect (2013) 1:471–487 123 of human resources through
rewards, monetary incentives, and organizational behavior modification has generated a large
volume of debate in the human resource and sales performance field.

Orpen (1997) studied that better the relationship between mentors and mentees in the formal
mentoring program, the more mentees are motivated to work hard and committed to their
organization. Likewise, Malina and Selto (2001) conducted a case study in one corporate
setting by using balance score card (BSC) method and found out that organizational outcomes
would be greater if employees are provided with positive motivation. The establishment of
operations-based targets will help the provision of strategic feedback by allowing the
evaluation of actual performance against the operations-based targets. Goaldirectedbehavior
and strategic feedback are expected to enhance organizational performance (Chenhall 2005).
Kunz and Pfaff (2002) stated no substantive reason to fear an undermining effect of extrinsic
rewards on intrinsic motivation.

Decoene and Bruggeman (2006)in their study developed and illustrated a model of the
relationship between strategic alignment, motivation and organizational performance in a
BSC context and find that effective strategic alignment empowers and motivates working
executives. Leaders motivate people to follow a participative design of work in which they
are responsible and get it together, which make them responsible for their performance.
Aguinis et al. (2013) stated that monetary rewards can be a very powerful determinant of
employee motivation and achievement which, in turn, can advance to important returns in
terms of firm level performance. Garg and Rastogi (2006) identified the key issues of job
design research and practice to motivate employees’ performance and concluded that a
dynamic managerial learning framework is required to enhance employees’ performance to
meet global challenges.
Vuori and Okkonen (2012)stated that motivation helps to share knowledge through an intra-
organizational social media platform which can help the organization to reach its goals and
objectives. Den and Verburg (2004) found the impact of high performing work systems, also
called human resource practices, on perceptual measures of firm performance.

Ashmos and Duchon (2000)recognized that employees have both a mind and a spirit and
seek to find meaning and purpose in their work, and an aspiration to be part of a community,
hence making their jobs worthwhile and motivating them to do at a high level with a view to
personal and social development.

Shields (2007)defined motivation as ‘The wellspring of task behaviour or effort, and it refers
to the strength of a person’s willingness to perform allotted work tasks’. In today’s
workplace, motivation drives companies to achieve key competitive advantages, increase
productivity, market share and overall increase profits. There have been many theories
developed by researchers surrounding the area of motivation. Krietner (1995) researched and
illustrated motivation with a psychological viewpoint, according to him functions and
direction comes from motivation, which affects behaviour. Motivation has a key role to play
in every organisation as it can be used as a pointer that shows the level at which employees
and indeed the organisation itself is performing. All managers are faced with challenging
factors in the workplace such as a lack of staff morale or commitment, low levels of
productivity and quality outputs from employees and indeed high levels of staff turnover,
these managers want as Herzberg (cited in Gunnigle, Heraty&Morely, 2011, p.133) said ‘The
surest and least circumlocuted way of getting someone to dosomething’.
 CHAPTER-4

OBJECTIVE OF STUDY
 OBJECTIVES OF STUDY

 To know the motivation level of the employees of the organization.

 To know the comfort level between the Employees and superiors.
 To know about motivation techniques utilized to stimulate employee growth.
 CHAPTER-5

RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

Sampling design

Keeping in view the strength of employees of CROMPTON GREAVES and disciplines

taught, we decided take a sample 30 employees from CROMPTON GREAVES For the
selection of employees we resorted to convenience sampling. The respondents were
interviewed with the help of a well-structured questionnaire and will be interviewed
personally to gather the required information.

Scope of Study :

The study was limited to CROMPTON GREAVES.

Data Collection
‘The gathering of data may range from a simple observation at one location to a grandiose
survey of multinational corporations’ (Blumberg, Cooper & Schindler, 2008, p. 74). How is
data defined though? One author, cited in (Blumberg et al, 2008, p.74) defines data as ‘The
facts presented to the researcher from the study’s environment. Characterised by their
abstractness, verifiability, elusiveness and closeness to the phenomenon’ (Leedy, 1981, p.67-
70).

The data collected for this project report can be separated into two groups, these being;
Primary data and secondary data.

 Primary Data -Questionnaire.

 Secondary Data - Files, Record Books, Company Manuals, Websites andBooks.

Primary data refer to information obtained first-hand by the researcher on the variables
ofinterestforspecificpurposeofthestudy’(Sekaran&Bougie,2009,p.180).Theprimary data
available to researchers may vary depending on whether the research is carried out in a
qualitative, quantitative or mixed method of research. Examples of primary data available to use
in research include - Observations - Unstructured Interviews - Structured Interviews -
Questionnaires
 Secondary Data

Secondary data reface to the use of information already collected and published or unpublished.
The sources are books, journals, reports etc.

Secondary data will be collected from the company’s H.R department. The sources of collection
secondary data are:.

Questionnaires
As this research is quantitatively based, the main primary source of data comes from
Questionnaires. Questionnaires are a primary data collection method in which a sample of
people are questioned about what they think or their actions with regard certain variables. ‘A
15 questionnaire is a standard set of predetermined questions presented to people in the same
order.

Research Design :

This research is of descriptive. In descriptive research we have sufficient data on the concept and
research material. Because many researchers have been done the same concept. Therefore,
there is nothing new this concept while I am going to study. I have used questionnaire
method for collecting the data. I have formed same questionnaire for workers & staff
members.
Methodology

 : Convince Sampling.
 Sample Size :30
 Instrument Used : Questionnaire.
Sample Technique
Data Analysis tools
1. Percentage Growth Rate Percentage growth rate over the base year was calculated to
analyse the trends on year- to- year basis. This has been worked out as:
𝑉𝑐 − 𝑉𝑏
= 𝑉𝑏
× 100
Where:
𝑉𝑐 = Value of the given parameter in the current year.
𝑉𝑏 = Value of the given parameter in the base year.

CHAPTER – 6

DATA ANALYSIS

&

INTERPRETATION
 Analysis of Employees Motivation

1. Respondent's Classification According to the Age

Age Group No. of Percentage

Respondents
Below 30 12 40
30-40 10 33.3
40-50 5 16.6
50-60 3 10
Total 30 100

45
40
40
35
30
33.3

25
20
15

16.6
10
10
5
0

Below 30 30-40 40-50 50-60

Percentage

Description: Table shows that most of the respondents are in the age group below 30 and
33.3% of the respondents are in the age group of 30-40 and 16.6% of the respondents are in
the age group of 40-50 and 16.6% of the respondents are in the age group of 50-60
respectively.
2. Respondent's Classification According to the Qualification

Qualification No. of Percentage

Respondents
Graduate 8 26.7
Post 18 60
Graduate
Any Tech. 4 13.3

70

60

50

40 Column1
Column2
30 percentage

20

10

0
Graduate post graduate any tech.

Description: Table shows that out of 30 respondents, most of them are post-graduate, 13.3%
respondents are graduate and 26.67% are any tech.
3. Respondent's Classification According to the sex

Sex No. of Percentage

Respondents

Male 12 40

Female 18 60

70

60

50

40 Column1
Series 2
30 percentage

20

10

0
male female

Description : Table shows that 40% respondents are male and 60% are female.
4. Respondent's Classification According to the experience

Experience No. of Percentage

Respondents
0-5 Years 0 0
5-10 Years 2 6.7
10-15 Years 2 6.7
15-20 Years 7 23.2
20-25 Years 8 26.7
25-30 Years 8 26.7
30-35 Years 0 0
35-40 Years 3 10.0
Total 30 100

Percentage
30

25 26.7 26.7
23.2
20

15

10
10
5 6.7 6.7
0 0
0
0-5 Years 5-10Years10-1515-2020-2525-3030-3535-40
YearsYearsYearsYearsYearsYears

Description : Table shows equal no. of respondents are having the experience of 20-25 and
25-30 years respectively and 7 respondents are having the experience of 15-20 years and
equal no. of respondents are having the experience of 5-10 and 10-15 years.
5. Respondent's Classification According to the Marital Status

Marital No. of Percentage

Status Respondents
Married 13 43.3
Unmarried 17 56.6

70

60

50

40 Series 3
Series 2
30 percentage

20

10

0
married unmarried

Description: Table shows that 43.33% of the respondents are married and 56.66% of the
respondents are unmarried.
6. Are You Motivated By The Officers?

No. of Percenta
ge
Responden
ts
Se ries
3
S eries
2
p erce
n tag e
25 83.3
Yes 3
No 5 16.6
6

90

80

70

60

50 Series 3
Series 2
40 percentage

30

20

10

0
yes no

Description: Table 6 shows that 83.33% respondents view that they are motivated by the
officers.
7. What Type of Feeling You Have by Working inCrompton Greaves?

No. of Percentage
Respondents

Higly Satisfied 04 13.33%

Satisfied 18 60%
Neutral 3 10%
Dissatisfied 3 10%
Highly Dissatisfied 2 6.66%

Percentage
70.00%

60.00%

50.00%

40.00%
60%
30.00%
20.00%

10.00% 13.33% 10% 10% 6.66%

0.00%
HiglySatisfiedSatisfied NeutralDissatisfiedHighly
Dissatisfied

Description : Table 7 shows that 83.33% of the respondents are of the opinion that they are
satisfied with the organization.
8. Do You Get The Opportunity To Express Your View In The Company?

No. of Percentage
Respondents
Yes 23 76.66
No 7 23.33

90

80

70

60

50 Series 3
Series 2
40 percentage

30

20

10

0
yes no

Description : Table 8 shows that 76.66% respondents are of the opinion that they gets the
opportunity to express their views.
9.Are You Satisfied With Your InstituteManagement

No. of Percenta
ge
Responden
ts
Completely 21 70
Partially 9 30

80

70

60

50
Series 3
40 Series 2
percentage
30

20

10

0
completely partially

Description: Table 9 shows that 70% respondents are completely satisfied about company
management and 30% of respondents are partially satisfied with the company
 9. Are You Satisfied With The Working Conditions In Cordia institute of
business management?

No. of Percenta
ge
Responden
ts
Completely 27 90
Partially 3 10

Percentage

90

10
Partially

Description : Table 10 shows that 90% respondents opinion that they are completely
satisfied with the working conditions and 10% of the opinion that they are partially satisfied
with working conditions.
 11.Do you consider Cordia institute of business management is the best place
ofwork?

No. of Percenta
ge
Responden
ts
Yes 28 93.3
3
No 2 6.67

100

90

80

70

60
Series 3
50 Series 2
percentage
40

30

20

10

0
yes no

Description: Above table shows that 28 respondents opinion that they are completely satisfied
with the place of Crompton Greaves and 2 of the opinion that they are not satisfied with place
of work of Crompton Greaves.
 12.How are the relation with Employees and management?

No. of Percentag
e
Responden
ts
Fine 20 66.67
Average 10 33.33

Bad 0 0

80

70

60

50
Series 3
40 Series 2
percentage
30

20

10

0
fine Average

Description : Table 12 shows that 66.67% respondents have nice relation with each other and
33.33% of employees have Average relation with each other.
 13.What is your view the practices & Policies of management?

No. of Percentage
Respondents
Fair 20 66.67
Unfair 10 33.33
Cannot 0 0
Say

80

70

60

50
Series 3
40 Series 2
percentage
30

20

10

0
fair unfair connot say

Description : Table 13 shows that 66.67% respondents say there is fair policies and practices
of management and 33.33% of employees say unfair policies
14.How's the relation between workers and management?

No. of Percentage
Respondents
Co- 25 83.33
operative
Un- 5 16.67
cooperative

90

80

70

60

50 Series 3
Series 2
40 percentage

30

20

10

0
cooperative un cooperative

Description:- According to above table 83.3% respondents have co-operative relation

between employees and management and 16.67% respondents have un-cooperative relation
between employees and management .
CHAPTER-7
CONCLUSION
AND
SUGGESTION
 CONCLUSION

On the basis of the data analysis and interpretations the research come to know that
following points:
 Respondents get opportunity to express their views.
 70% of the respondents are completely satisfied while 30% of the respondents are
partially satisfied.
 Majority of the respondents are completely satisfied with the
working conditions.
 70% of the respondents are satisfied with the wages and salary administration of the
organization.
 40% of the respondents are completely satisfied with the medical
facilities.
 There is a cooperative relationship between workers and
management.
 Motivation is abstract quality, for which measurement become to difficult task
because of the non-availability of standardized test for it.
 Attitude of workers towards supervisor and co-workers is also
extremely favorable.
 Attitude of workers towards organization is extremely favorable
 SUGGESSTION

After finding out the Survey Report on Employees Motivation, the

conclusions the following suggestions can be made:

 Working conditions should be improved.

 Wages and salary administration should be made appropriate for their purpose wages
should be revised annually.
 More financial benefits should begiven.
 Welfare services for the benefits of workers need to be improved. Partially medical
facilities needs a significant improvement.
 Promotion system should be communicated among the workers.
 Today, as there is a atmosphere of worker participation in the decisions regarding
organization worker should have given opportunity to express their views in the
company.
 The human motivation is changeable and not stable it should be
considered in mind.
 Money incentives should be given more.
 Management policies and practices should be communicated so that workers could
understand them easily.
 CHAPTER-8

LIMITATIONS OF THE STUDY

 LIMITATIONS

Limitations of the research are as follows :

Motivation Abstract :Motivation is abstract and it is very difficult to measure motivation

because it can only be felt. As it cannot be touched there is no standardized data on
motivation.

Lack of Education Among the workers :Most of the workers are not educated as a result
they become suspicious of the filling of these questionnaire.

Difficulty in Filling :A large number of the respondents needed help in filling these
questionnaire.

Lack of Seriousness :Some of the workers did not attach the required seriousness to the
investigator.
 CHAPTER-9

BIBLIOGRAPHY
 REFERENCES
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
 Questionnaire of Employees
MotivationSurvey

Name:

Respondent's Classification According to the Age

Age Group

Below 30 (

) 30-40 ()

40-50 ()

50-60 ()

Respondent's Classification According to the Sex

Sex: Male() Female ()

Respondent's Classification According to the qualification

Experience: In the organization( Years)

Respondent's Classification According to the Martial Status

Marital Status: Married () Unmarried ( )

1. Are you motivated by the officers?

(i)Yes (ii) No

2. What type of feeling you have by working in the Crompton Greaves?

 (i) Satisfactory (ii)Unsatisfactory

3. Do you get the opportunity to express your view in the company?

(i) Yes ( ) (ii) No ( )

4. Are you satisfied with your company’s management?

(i) Completely ( ) (ii) Partially ( ) (iii) Moderate ( )

5. Are you satisfied with the working conditions in Crompton Greaves?

(i)Completely ( ) (ii) Partially ( ) (iii) Moderate ( )

6. Are you the member of any recognize union?

(i) Yes ( ) (ii) No ( )

Specify the Name________________

7. How are the relation with Employee and Management?

(i) Fine ( ) (ii) Average ( ) (iii) Bad

8. How’s the relation between worker and management?

(i) Cooperative ( ) (ii) Uncooperative ( )

9. What is your view the practices &Politics of management?

(i) Fair ( ) (ii) unfair ( ) (iii0 Cannot say

10. Do you consider Crompton Greaves is the best place of work?

 (i) Yes ( ) (ii) No ( )

11.Do you consider Crompton Greaves is the best place of work?

(i) Yes ( ) (ii) No ( )

12. How are the relation with Employees and management?

(i) Fine ( ) (ii) Average ( ) (iii) Bad ( )

13.How are the relation with Employees and management?

(i) Fair ( )

(ii) Unfair ( )

(iii) Cannot say ( )

13. How's the relation between workers and management?

(i) Cooperative ( )

(ii) Uncooperative ( )