A Study On Enhancing The Motivation Between Managers and Workers at Indo Shell Cast PVT LTD Malumichampatti

A STUDY ON ENHANCING THE MOTIVATION BETWEEN MANAGERS AND WORKERS AT INDO SHELL CAST PVT LTD MALUMICHAMPATTI
PROJECT REPORT Submitted by SWATHI.S REG NO 108001107051 in partial fulfilment of the requirements for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION

in
DEPARTMENT OF MANAGEMENT STUDIES
HINDUSTHAN COLLEGE OF ENGINEERING AND TECHNOLOGY COIMBATORE-641 032 JUNE 2012

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HINDUSTHAN COLLEGE OF ENGINEERING AND TECHNOLOGY COIMBATORE-641 032

DEPARTMENT OF MANAGEMENT STUDIES PROJECT WORK JUNE-2012
This is to certify that the project entitled
A STUDY ON ENHANCING THE MOTIVATION BETWEEN MANAGERS AND WORKERS AT INDO SHELL CAST PVT LTD MALUMICHAMPATTI
is the bonafide record of work done by
SWATHI.S
REG. NO. 108001107051
of Master of Business Administration during the year 2011-2012 _____________________ PROJECT GUIDE Submitted for Project Viva-Voce examination held on _______________ Internal Examiner ________________ External Examiner _____________________ HEAD OF DEPARTMENT
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DECLARATION
I affirm that the project work titled A STUDY ON ENHANCING THE MOTIVATION BETWEEN MANAGERS AND WORKERS being submitted in partial fulfilment for the award of MASTER OF BUSINESS ADMINSTRATION is the original work carried out by me. It has not formed the part of any other project work submitted for award of any degree or diploma, either in this or any other university.
SWATHI.S (108001107051)
I certify that the declaration made above by the candidate is true.
Signature of the guide Prof.N.J.RAVICHANDRAN, MA., M.Sc.,MBA., PGDM., PGDHRM., ASSISTANT PROFESSOR DEPARTMENT OF MANAGEMENT STUDIES iii
ACKNOWLEDGMENT
I first and foremost thanks to lord god almighty for giving me grace and knowledge to complete this training work successfully My sincere and hearty thanks to Dr.V. SOUNDARARAJAN, Ph.D., Hindusthan College of Engineering And Technology, Coimbatore, for giving me an opportunity to do the training. I wish to convey my profuse thanks to Dr.V.SURESH, M.Com., MBA., M.Phil., PGDCA., SLST., PGDFM., Ph.D. Head of the Department of Management Studies for help throughout the training. I admit my thanks to PROF.N.J.RAVICHANDRAN, M.A., M.Sc., MBA., PGDM., PGDHRM., of Department of Management Studies, Hindusthan College of Engineering and Technology, Coimbatore, for the continuous guidance to accomplish my training work. And I thank all the other faculty members of the Department of Management Studies for their valuable support in my Project Work. I am deeply indebted to Mr. SHAKTHIVEL, HRD MANAGER Indo Shell Cast pvt ltd, Malumichampatti for giving me the permission and arranged for the needful help and enabling me to undertake training in their esteemed and reputed organization. I thank Mr.P.PRABHU Assistant Human Resource Manager, Indo Shell Cast pvt ltd malumichampati organization. for giving me the permission to do the project work in their esteemed
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CONTENTS
S. NO Abstract List of tables List of charts CHAPTER 1 1.1 1.2 1.3 Introduction of the study Industry profile Company profile CHAPTER 2 2.1 2.2 2.3 2.4 Need of the study Objectives of the study Limitations Review of Literature CHAPTER-3 3 Research Methodology CHAPTER-4 4 Analysis and interpretation CHAPTER-5 5.1 5.2 5.3 Findings Suggestions Conclusion Bibliography and Web sites Appendix 64 65 66 67 68 35 33 27 27 28 29 1 12 19 DESCRIPTION PAGE NO Vi Vii Viii
ABSTRACT
While studying management we realized that most of the already existing theories discuss motivation to work from a general perspective. Therefore we found it interesting to investigate motivation on a deeper level. Motivation to work differences between managers and workers The research questions for our project, is there a difference in motivation between managers and workers? If so, what is the difference between the two? The purpose is to examine if a manager and a worker have shared understandings and common factors of what motivates them, or if certain characteristics can be distinguished. Moreover, the chosen companies are located nearby which gives us the opportunity to visit them and to accomplish face to face conversations. We have interviewed each person of a company, whereby one has the position of a manager and the other has the position of a worker. Moreover, the method of our interviews are qualitative, mostly due to the fact that we wanted create a comfortable feeling for the interviewee and to so that we could get deep insight of what motivates that person. We have studied old famous theories regarding motivation to work; we have also found more recent research about the subject. 1. To get a foundation so that we could accomplish interviews with thought. 2. To be able to interpret and analyze the collected material. To a certain point we mention the similarities in motivation to work between a worker and a manager, however our main focus in our project are the differences. Moreover, the managers are satisfied with their positions and the workers are satisfied at the moment but would like to advance in the future. We have found answers to our research questions, there are differences in motivation to work between managers and workers. Money is a great motivator for the workers, and working climate, recognition and free time are the essential factors for the managers.
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LIST OF TABLES S.NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 TITLE OF TABLE Table showing the Durability of the job Table showing the self approval of work Table showing the Acceptance of Superior talk Table showing the satisfaction of encouragement given by immediate superior. Table showing the enhancement determines effort Table showing the team spirit capability. Table showing the profit calculation on bounty Table showing the way of reinforcement Table showing the level of motivation along with work perfection. Table showing the hierarchy of management Table showing the symbol of careless attitude Table showing the evidence of sincere work Table showing the position of the job Table showing the efforts rely on authorities work. Table showing the self approval attempts goal. Table showing the opportunity proceeds good will Table showing the relevance in attitude and job Table showing the upgrade of mine and superiors. Table showing the clich of target in own. Table showing the support of myself to victory Table showing that I give my part rely on acceptance of target Table showing the precedence of set pattern tends to achievement. Table showing the acceptance of hard work by authority. Table showing the recognition of thoughts tends to choice of concern. Table showing the haul of my soul for concern. PAGE NO 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60
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LIST OF CHARTS S.NO 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 TITLE OF CHARTS Chart showing the Durability of the job Chart showing the self approval of work Chart showing the Acceptance of Superior talk Chart showing the satisfaction of encouragement given by immediate superior. Chart showing the enhancement determines effort Chart showing the team spirit capability. Chart showing the profit calculation on bounty Chart showing the way of reinforcement Chart showing the level of motivation along with work perfection. Chart showing the hierarchy of management Chart showing the symbol of careless attitude Chart showing the evidence of sincere work Chart showing the position of the job Chart showing the efforts rely on authorities work. Chart showing the self approval attempts goal. Chart showing the opportunity proceeds good will Chart showing the relevance in attitude and job Chart showing the upgrade of mine and superiors. Chart showing the clich of target in own. Chart showing the support of myself to victory Chart showing that I give my part rely on acceptance of target Chart showing the precedence of set pattern tends to achievement. Chart showing the acceptance of hard work by authority. Chart showing the recognition of thoughts tends to choice of concern. Chart showing the haul of my soul for concern. PAGE NO 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60
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CHAPTER-1 1.1 INTRODUCTION Motivation is a set of process that moves a person towards goal. Thus motivated behaviors are voluntary choices controlled by the individual employee. The superior (motivator) wants to influence the factors that motivate employees to high levels of productivity. Factors that affect the work motivation include individual differences, job characteristics and organizational practices. Individual differences are personal needs, values and attitudes, interests and abilities that people bring to their job. Job characteristics are the aspects of position that determines its limitation and challenges. Organizational practices are the rules of human resource polices, managerial practices or reward systems of an organization. Supervisor must consider how these factors interact to affect the employee job performance. DEFINITION Motivation refers to the way in which urges, drives desires, aspiration, strings, or needs direct, control or explain the behaviors of human beings. -by Mc. Farland Motivation is the process of arousing, maintaining and controlling interest in a goal directed pattern of behavior. SIMPLE MODEL OF MOTIVATION The purpose of behavior is to satisfy needs. A need is anything that is required may be desired or useful. A want is a conscious recognition of need. A need arises when there is a difference in self concept. (The way I see myself) and perception (The way I see world around me) the presence of an active need is expressed as an inner state of tension from which the individual seeks relief.
DETERMINES OF MOTIVATION Traditional is believed that employees are motivated by the opportunity to make as such money as possible and will act rationally to maximize their earnings, the assumption is that money. Because what it can, buy is the most important motivation of all people. According to human behavior the pluralistic approach men work is to fulfill a variety of needs are three types of forces generally influencing human behavior i. ii. iii. Forces operating within the individual Forces operating within the organization Forces operating in the environment
a. The individual: People need are different and each person is difference and a variety of the work done. It is the duty of the manager to match individual needs expectations to the type of rewards available in the job setting.
b. The organization:
The climate plays an important part in determining workers
motivation. The climate in an organization is determining by a number of variables such as its leadership style, autonomy enjoyed by numbers growth prospects. Emotional support from members rewards structure etc.,
c. The Environment: the worker does not live in two separate words one inside the factory and the others outside it the troubles and pressures off the job life cannot be put aside when reporting the job experiences and of the job experience are inextricably inter over and cannot be separated into water-tight compartment. Culture norms customs, images and attributes accorded by the society to particular jobs, profession and occupation and the worker home life. Factors such as social status the social acceptance play an
important role in shaping the motivation.
Nature of Motivation: A manager gets result through other people his effectiveness depends to a large extends, on the willingness of his employees to do the assigned task with interest and enthusiasm. Motivation is the work of the manager performs to inspire and encourage people to task required action. According to Scott, Motivation is a process of stimulating people to action to accomplish desire goal. Motivation has three distinct features. It is goal directed motivation is driver stage that channels behaviors into specific courses which is fulfillment of a felt need. It results from a felt need. Motivation triggers behavior impelling a person to action. It sustains behavior in progress. It persists until the satisfaction or reduction of a stage occurs. Further Motivation is a personal and internal feeling. The feeling arises from needs and wants human needs are untitled fulfillment of one set of needs gives rise to other needs, therefore motivation is a continuous process since needs are interrelated. The success of an organization ultimately on how effectively is able to motivate their subordinates. In other word of Allen, poorly motivation people can nullify the soundest organization. It is eas y to understand the complexities involving in motivating people. If any employee has an agreement with his boss and fails to report to work the next day, it may appear that his behavior result of the confrontation, however his behavior may actually be motivated by a combination of factors including over work, family illness or some other problems. As things stand now the whys of behavior cannot be explain easily. Lets us examine some of the factors that complicate his process. Ways for Motivation Many managers mistake that money is the prime motivator for their employees. However, according to surveys, different companys money is constantly rankers 5 or lowers by most employees. So, if money is not the best way for motivation, the three important issues according
to employees are respect, a sense of accomplishment and recognition. Taking these into consideration. Sets explore several ways to keep motivation. a. Involve them (Employees) b. Communicate c. Celebrate individual and team performance d. Set challenging goals. e. Give them the tools to succeed f. Manage poor performance g. Lead by example Motivation Cycle or Process Motivation is a process or cycle aimed at accomplishing some goal. The basic elements included in the process are a. Motives b. Goals c. Behavior
Needs and Importance Improved productivity and job performance. Enhanced job performance and job satisfaction, improved teamwork and communication, increased productivity, proved relations with co-workers and supervisors and reduced absenteeism and sick days. Numerous companies
case studies have documented increased sales, revenues and profits, improved employee morale, more harmonious work environment and reduced mistakes, job accidents and injuries. Increased creativity and intelligence broader comprehension along with increased ability to focus improved memory and learning ability. Improved problem solving ability and decisionmaking reduced stress and job tension, improved personal and work relationships and improved psychological health. THEORIES OF MOTIVATION From the very beginning, the human organizations were established; various thinkers have tried to find out the answer to what motivates people to work. Different approaches applied by them have resulted in a number of theories concerning motivation. These all theories are broadly classified into three categories: a) Theories based on human needs. b) Theories based on human nature. c) Theories based on expectations of human beings. Maslows Need Hierarchy Theory It is probably safe to say that the most well-known theory of motivation is Maslows Need Hierarchy Theory. This theory is based on the human needs drawing chiefly on his clerical experience; he classified all human needs into a hierarchical manner from the lower of the higher order. In essence, he believed that once a given level of need is satisfied, it no longer serves to motivate man. Maslow identified five levels in his Need Hierarchy as shown in the figure: Self Actualization, personal growth realization of potential Esteem needs titles, status, symbols, promotion, ban quests. Special needs format and informal work groups. Security needs seniority plans union health insurance severance pay pension. Basic needs.
Maslow hypothesized that within every human being there exists a hierarchy of following five heads: a) Psychological Needs: Includes hunger, thirst, shelter, sex, and other bodily needs. b) Safety: Includes safety and protection from physical and emotional harm c) Social Needs: Includes affections, belongings, acceptance and friendship d) Esteem Needs: Includes internal esteem factors such as self-respect, autonomy, and achievement and external esteem factors such as status, recognition, and attention. e) Self-actualization: The drive to become what one is capable of becoming includes growth achieving ones potential and self-fulfillment. He conclude that organism will aspire for a higher order needs only when lower needs are satisfied.
Hertzbergs Motivation Hygiene Theory The psychological Frederick Hertzberg extended the work of Maslows and proposed a new motivation theory popularly known as Hertzbergs Motivation Hygiene (Two-factor) Theory. Hertzberg conducted a widely reported motivational study on zoo accountants and engineers employed by firms in and around Western Pennsylvania. He asked these people to describe two important incidents at their job a) When did you feel particularly good about your job? b) When did you feel particularly bad about your job? He used the critical incident method of obtaining data. Reported good feelings were generally associated with job satisfaction whereas bad feelings with job dissatisfaction. Hertzberg labeled the job satisfiers motivators and he called the job satisfiers hygiene or maintenance actors. Taken together, the motivators and hygiene factors have become known as Hertzberg two-factor theory of Motivation.
According to Hertzberg, the opposite of satisfaction is dissatisfaction. The underlined reason, he says, is that the removal of dissatisfying characteristics from a job does not necessarily make the job satisfying. He believes in the existence of dual continuum. The opposite of satisfaction is no satisfaction and the opposite of dissatisfaction is no dissatisfaction. Hertzbergs Motivational and Hygiene Factors
Hygiene Job Dissatisfaction Job Company Policy and Administration Supervision Interpersonal Relations Working Conditions Salary Status Security
Motivators Job Satisfaction Achievement Recognition Work Itself Responsibility Enhancement Growth
Because of its ubiquitous nature, salary commonly shows up as a motivator as well as hygiene. Regardless of circumstance, Hertzbergs Two-factor motivation theory has been widely read and few managers seem unfamiliar with his recommendations. The main use of these recommendations lies in planning and controlling of employees work. Criticism a) Profile generally tends to take credit themselves when things are well. They blame failure on the external environment. b) The theory basically explains job satisfaction not motivation. c) Even job satisfaction is not measured on an overall basis. It is not unlikely that a person may dislike a post of his/her job, still thinks the job acceptable. d) This theory neglects situational variable to motivate an individual.
McClellands Need Theory McClellands Need Theory is closely associated with the learning theory because he believed that the needs are learned or acquired by the kind of events people experience in their environment and culture. He found that people who acquire a particular need behave differently from those who do not have. His theory focuses on Murrays needs. a) Achievement b) Power They are defined as: a) Needs for achievements: The need for achievement is a behavior directed towards competition with the standard of excellence. McClelland found that people with a high need for achievement perform better than those with a moderate or low need of achievement and noted regional/ national differences in achievement motivation. Through his research, McClelland identified the following three characteristics of high need achievers. i. ii. iii. High need achievers have a strong desire to assume personal responsibility for performing a task or finding a solution to a problem High needs achievers tend to set a moderately difficult goal and take calculated risks? High need achievers have a strong desire for performance feedback?
b) Need for power The need for the power is concerned with making an impact on others, the urge to change people and the desire to make differences in life. The people with a high need for the power are people who like to be in control of people and events. This result in ultimate satisfaction of man. People which have high need for power are characterized by 1. A desire to influence and direct somebody else 2. They tend to conform to the wishes of those people whose friendship and companionship they value. 3. They value the feelings of others.
McGregors participation theory Douglas McGregor formulated two distinct view of human beings based on the participation of workers. The first basically negative, labeled theory X and the other, basically positive, labeled Theory Y. Theory X is based on the following assumptions: a. People are, by nature, indolent. They like to work as little as possible. b. People like ambition, dislike responsibility and prefer to be directed by others. c. People are inherently self-centered and indifferent to organizational needs and goals. d. People are generally gullible and not very sharp and bright. Theory Y assumes that a. People are not, by nature, passive or resistant to organizational goals. b. They want to assume responsibility. c. They want their organization to succeed. d. People are capable of directing their own behavior. e. They have a need for achievement. What McGregor tried to dramatize through his theory X and theory Y is to outline the extremes to draw the fencing within which the organizational man is usually seen to be had. The fact remains that no organizational man would actually belong the theory X or to the theory. Argyris Theory Argyris has developed his motivation theory based on propositions how management practices affect the individual behavior and growth. In his view, the scene changes taking place in an individual personality make him or her nature one. In other words, personality of an individual develops from immaturity as follows.
Immaturity Passivity Dependence
Maturity Activity Independence
Capable of behavior in a few ways shallow Capable of behavior in a many ways deep interest Short term perspective Sub ordinate position Lack of awareness interest Long term position Super ordinate position Self awareness and control
Argyris views that immaturity exists in individuals mainly because of organizational setting and management practices such as task specialization, chain of command, unity of direction and span of management. He states that such situations will satisfy not only the psychological and safety needs but also will motivate them to make ready to make more, use their potential in accomplishing organizational goals. Vrooms Expectancy Theory One of the most widely accepted explanations of motivation is offered by Victor Vroom in his expectancy theory. It is a cognitive process theory of motivation. This theory speaks about the relationships between national of effort, performance and rewards are depicted below
Thus they key constructs in the Expectancy Theory of motivations are: i) Valence: Valence, according to Vroom, means the value or strength or place on a particular outcome/rewards ii) iii) Expectancy: It relates efforts to performance Instrumentality: By instrumentality, Vroom means, they believe the performance is related to rewards. Thus Vroom motivation can also be expressed in the form of equation as follows. Motivation= Valence X Expectancy X Instrumentality Being the model multiplicative in nature all the three variables must have high positive values to imply motivated performance devices. If any one of the variables approaches the 0 level, the possibility of the so motivated performance also touches the zero level.
1.2 INDUSTRY PROFILE A foundry is a factory that produces metal castings. Metals are cast into shapes by melting them into a liquid, pouring the metal in a mold, and removing the mold material or casting after the metal has solidified as it cools. The most common metals processed are aluminum and cast iron. However, other metals, such as bronze, steel, magnesium, copper, tin, and zinc, are also used to produce castings in foundries.
PROCESS
A metal die casting robot in an industrial foundry In metalworking, casting involves pouring liquid metal into a mold, which contains a hollow cavity of the desired shape, and then allowing it to cool and solidify. The solidified part is also known as a casting, which is ejected or broken out of the mold to complete the process. Casting is most often used for making complex shapes that would be difficult or uneconomical to make by other methods
MELTING
Melting metal in a ladle for casting Melting is performed in a furnace. Virgin material, external scrap, internal scrap, and alloying elements are used to charge the furnace. Virgin material refers to commercially pure forms of the primary metal used to form a particular alloy. Alloying elements are either pure forms of an alloying element, like electrolytic nickel, or alloys of limited composition, such as ferroalloys or master alloys. External scrap is material from other forming processes such as punching, forging, or machining. Internal scrap consists of gates, risers, defective castings, and other extraneous metal oddments produced within the facility. The process includes melting the charge, refining the melt, adjusting the melt chemistry and tapping into a transport vessel. Refining is done to remove deleterious gases and elements from the molten metal to avoid casting defects. Material is added during the melting process to bring the final chemistry within a specific range specified by industry and/or internal standards. Certain fluxes may be used to separate the metal from slag and/or dross and degassers are used to remove dissolved gas from metals that readily dissolve certain gasses. During the tap, final chemistry adjustments are made. Furnace Several specialised furnaces are used to melt the metal. Furnaces are refractory lined vessels that contain the material to be melted and provide the energy to melt it. Modern furnace types include electric arc furnaces (EAF), induction furnaces, cupolas, reverberatory, and crucible furnaces. Furnace choice is dependent on the alloy system and quantities produced.
For ferrous materials, EAFs, cupolas, and induction furnaces are commonly used. Reverberatory and crucible furnaces are common for producing aluminum, bronze, and brass castings. Furnace design is a complex process, and the design can be optimized based on multiple factors. Furnaces in foundries can be any size, ranging from small ones used to melt precious metals to furnaces weighing several tons, designed to melt hundreds of pounds of scrap at one time. They are designed according to the type of metals that are to be melted. Furnaces must also be designed based on the fuel being used to produce the desired temperature. For low temperature melting point alloys, such as zinc or tin, melting furnaces may reach around 500 C. Electricity, propane, or natural gas are usually used to achieve these temperatures. For high melting point alloys such as steel or nickel based alloys, the furnace must be designed for temperatures over 1600 C. The fuel used to reach these high temperatures can be electricity (as employed in electric arc furnaces) or coke. The majority of foundries specializes in a particular metal and has furnaces dedicated to these metals. For example, an iron foundry (for cast iron) may use a cupola, induction furnace, or EAF, while a steel foundry will use an EAF or induction furnace. Bronze or brass foundries use crucible furnaces or induction furnaces. Most aluminium foundries use either electric resistance or gas heated crucible furnaces or reverberatory furnaces. Degassing In the case of aluminum alloys, a degassing step is usually necessary to reduce the amount of hydrogen dissolved in the liquid metal. If the hydrogen concentration in the melt is too high, the resulting casting will be porous as the hydrogen comes out of solution as the aluminium cools and solidifies. Porosity often seriously deteriorates the mechanical properties of the metal. An efficient way of removing hydrogen from the melt is to bubble argon or nitrogen through the melt. To do that, several different types of equipment are used by foundries. When the bubbles go up in the melt, they catch the dissolved hydrogen and bring it to the top surface. There are various types of equipment which measure the amount of hydrogen present in it.
Alternatively, the density of the aluminium sample is calculated to check amount of hydrogen dissolved in it. Mold making
A diagram of draft on a pattern. In the casting process a pattern is made in the shape of the desired part. This pattern is made out of wax, wood, plastic or metal. Simple designs can be made in a single piece or solid pattern. More complex designs are made in two parts, called split patterns. A split pattern has a top or upper section, called a cope, and a bottom or lower section called a drag. Both solid and split patterns can have cores inserted to complete the final part shape. Cores are used to create hollow areas in the mold that would otherwise be impossible to achieve. Where the cope and drag separates is called the parting line.
A diagram of an undercut in a mold. When making a pattern it is best to taper the edges so that the pattern can be removed without breaking the mold. This is called draft. The opposite of draft is an undercut where there is part of the pattern under the sand making it impossible to remove the pattern without damaging the mold. The molds are constructed by several different processes dependent upon the type of foundry, metal to be poured, quantity of parts to be produced, size of the casting and complexity of the casting. These mold processes include:
Sand casting Green or resin bonded sand mold.
Lost-foam casting Polystyrene pattern with a mixture of ceramic and sand mold. Investment casting Wax or similar sacrificial pattern with a ceramic mold. Ceramic mold casting Plaster mold. V-process casting Vacuum is used in conjunction with thermoformed plastic to form sand molds. No moisture, clay or resin is needed for sand to retain shape. Die casting Metal mold. Billet (ingot) casting Simple mold for producing ingots of metal normally for use in other foundries.
Pouring
Bronze poured from a ladle into a mold, using the ancient lost-wax casting process In a foundry, molten metal is poured into molds. Pouring can be accomplished with gravity, or it may be assisted with a vacuum or pressurized gas. Many modern foundries use robots or automatic pouring machines for pouring molten metal. Traditionally, molds were poured by hand using ladles.
Shakeout
The solidified metal component is then removed from its mold. Where the mold is sand based, this can be done by shaking or tumbling. This frees the casting from the sand, which is still attached to the metal runners and gates - which are the channels through which the molten metal traveled to reach the component itself.
Degating
Degating is the removal of the heads, runners, gates, and risers from the casting. Runners, gates, and risers may be removed using cutting torches, bandsaws or ceramic cutoff blades. For some metal types, and with some gating system designs, the sprue, runners and gates can be removed by breaking them away from the casting with a sledge hammer or specially designed knockout machinery. Risers must usually be removed using a cutting method (see above) but some newer methods of riser removal use knockoff machinery with special designs incorporated into the riser neck geometry that allow the riser to break off at the right place.
The gating system required to produce castings in a mold yields leftover metal, including heads, risers and sprue, sometimes collectively called sprue, that can exceed 50% of the metal required to pour a full mold. Since this metal must be remelted as salvage, the yield of a particular gating configuration becomes an important economic consideration when designing various gating schemes, to minimize the cost of excess sprue, and thus melting costs.
Heat treating
Heat treating is a group of industrial and metalworking processes used to alter the physical, and sometimes chemical, properties of a material. The most common application is metallurgical. Heat treatments are also used in the manufacture of many other materials, such as glass. Heat treatment involves the use of heating or chilling, normally to extreme temperatures, to achieve a desired result such as hardening or softening of a material. Heat treatment techniques include annealing, case hardening, precipitation strengthening, tempering and quenching. It is noteworthy that while the term heat treatment applies only to processes where the heating and cooling are done for the specific purpose of altering properties intentionally, heating and cooling often occur incidentally during other manufacturing processes such as hot forming or welding.
Surface cleaning
After degating and heat treating, sand or other molding media may adhere to the casting. To remove the surface is cleaned using a blasting process. This means a granular media will be propelled against the surface of the casting to mechanically knock away the adhering sand. The media may be blown with compressed air, or may be hurled using a shot wheel. The media strikes the casting surface at high velocity to dislodge the molding media (for example, sand, slag) from the casting surface. Numerous materials may be used as media, including steel, iron, other metal alloys, aluminium oxides, glass beads, walnut shells, baking powder among others. The blasting media is selected to develop the color and reflectance of the cast surface. Terms used to describe this process include cleaning, bead blasting, and sand blasting. Shot peening may be used to further workharden and finish the surface.
Finishing
The final step in the process usually involves grinding, sanding, or machining the component in order to achieve the desired dimensional accuracies, physical shape and surface finish.
Removing the remaining gate material, called a gate stub, is usually done using a grinder or sanding. These processes are used because their material removal rates are slow enough to control the amount of material. These steps are done prior to any final machining.
After grinding, any surfaces that require tight dimensional control are machined. Many castings are machined in CNC milling centers. The reason for this is that these processes have better dimensional capability and repeatability than many casting processes. However, it is not uncommon today for many components to be used without machining.
A few foundries provide other services before shipping components to their customers. Painting components to prevent corrosion and improve visual appeal is common. Some foundries will assemble their castings into complete machines or sub-assemblies. Other foundries weld multiple castings or wrought metals together to form a finished product.
1.3 COMPANY PROFILE Indo Shell Cast - manufacturing S.G.Iron and Grey Iron Castings using shell moulding has a history of continuous improvement. A concept that has given it a past that it can be proud of and a future it can look forward to with confidence. The vision of promoter and managing Director that an illustrious organization should emerge is realized through his hard work and commitment. Today, indo Shell Cast private limited, an ISO/TS 16949-2002 (E) certified company is having 30 years of castings experience in shell Moulded S.G.Iron castings, shell moulded Grey Iron Castings, High, Low pressure and Gravity Die castings and exports to leading International Industrial giants. As part of diversifying plans in related areas, Unique Shell Mould India Private Limited Sister Concern, was founded in 1983 in response to the growing demand for quality aluminum castings with a focus on emerging technologies that meet client requirements. A diverse and well- structured group that strives to produce quality products that conform to the standards that would satisfy both domestic and international markets while emphasizing on efficiency in every facet of the operation from manufacturing to marketing. The surface finish and dimensional accuracy of the shell-moulded casting is superior to the conventional green sand mould castings. We are one of the few foundries certified with ISO/TS 16949-2002(E) quality system in India. We carry out APQP, FMEA, and CONTROL PLAN & CONTINIOUS IMPROVEMENT for all the items. The overall size of the product is 250 x 250 x 150mm. since we are having machining capacity (CNC Laths and vertical milling center), we are supplying parts fully machined and ready for use in assembled conditions. As technology becomes more advanced, we become more reliant on it. The products manufactured from Indo shell Cast are technologically advanced with exceptional quality. Our range of products provides complete peace of mind at a remarkably affordable cost. INFRASTRUCTURE The company continuously undertakes modernization activates to improve on its quality and productivity. With a solid infrastructure in place, and an environment fully embracing new technologies, we are supplying indigenous products to quality-conscious customers. The campus of Indo shell is fortified with greenery, since we are more concerned about Environmentalfriendly processes throughout the production cycle.
The company continuously undertaking modernization activities to improve on its quality fully embracing new technologies, we are supplying indigenous products to quality-conscious customers. CUSTOMIZED PRODUCT RANGE With the most advanced dual zee track medium induction furnace, Indo shell cast is making a head way in the manufacture of S.G.Iron (Ductile Iron) and hydraulic grey iron castings made in the shell moulds. It has also specialized in developing Special Grades of S.G.Iron with assured impact property at subzero temperature, (DIN 1693, Grade GGG 40.3) and for pressure valve applications, ASTM-395, Grade-60-40-18. A.D.I.,High silicon Moly S.G.Ironss, C.g.Ironss and Malleable Iron are the other special metals perfected by Indo Shell Cast. HIGHLIGHTS With a weight range of castings from 50 Gms to 15 Kgs, our current annual production is around 7700 tons of grey Iron S.G.Iron Castings. Molten metal production is around 19500 tons per annum. The overall size range of the product is 250 x 250 x 150 mm. since we are having machining capacity (CNC Laths and vertical milling center), we are supplying parts fully machined and ready for use in assembled conditions. We are familiar with the following Quality Standards and we are tirelessly updating ourselves with the latest Quality requirements. LIST OF SALIENT FACILITIES Quality Managerial: Spectro Meter German Make , Image Analyzer with Microscope , Ultrasonic Flaw Detector , Ultrasonic Thickness Guage , Ultrasonic Velocity meter for modularity measurement , CNC-CMM , UTM , Profile Projector , Endoscope , Metrology department with a set of Master calibration instruments , Melt lab with cooling curve , Immersion pyrometers , Radiography & X-ray test (Out sourced) , Hardness testing equipment , Millipore testing equipment , Salt spray tester for paint , Paint thickness tester , Sand testing equipment , Gas evaluation testing facilities , Magna scope , Crack detecting facility.
ENGINEERING & DEVELOPMENT 3D solid Modeling to make Tools and patterns Simulation software for metal flow and solidification Vertical Milling centers for Tools & Patterns making CNC Turning Centers Milling Machines FOUNDRY Dual track Induction melting furnaces for 60 tone molten metal / day PLC controlled 4 station shell moulding machines for 10,000 moulds / day Shell Core Shooters PLC Controlled Mould handling using over head chain conveyers Pin type shell mould closing machines Mould scratch hardness testers Mechanized inoculants feeders Mechanized Mg cored wire feeders for S.G.Iron Treatment Core Ovens Coating mixers Sand reclamation plant CLEANING ROOM Shot blasting machine, Nozzle shot blasting , Roto blasting , High Pressure air blasting , Set of Grinders and gate cutting machine.
MACHINE SHOP Indo shell Cast has put up a separate dedicated Machine shop unit for machining the components produced in the foundry. Machine shop not only focuses on value addition to the product but also helps in maintaining very low rejection PPM at the customer end. The products that we machine typically have less than 100 PPM rejection from our customer. More than 80% of our machine shop turnover comes from machining components for export. Our machine shop is equipped with the latest CNC turning centers, vertical milling centers and horizontal milling centers with 4th axis machining facilities. We have the latest makino machines from Japan with very high dimensional accuracy. We are also equipped with other ancillary machines like honing, lapping and cleaning machines. Our primary focus is machining complicated hydraulic castings. This requires a very low contamination levels in the complicated core areas. We have installed an ultra-sonic cleaning machine which can achieve cleanliness levels of less than 10 milligrams. Machine shop is also equipped with the state of the measuring devices like CMM and height master. Mitutoya CMM with advanced software facility, with our own Metrology lab is available. To measure complicated angles and curves we have a state of the art profile projector. Devices to measure surface finish (Ra value), flatness is also available. We also edge cam for developing new machining jobs. Machine Shop: V.M.C, CNC Turning, H.M.C Maintenance Department & Utility Air Compressors , Diesel Generators , Power Factor Controllers , V.F.C for compressed air , Pollution control equipment, Wind Power Plants , Non- Contact Temperature Pyrometers , Vibration meters , Sound Level Meters , Techno meter , Lux meter , Accostic enclosure for Generators ERP SYSTEM Computers for all departments for data entry Software for Production Planning control, Production monitoring, SPC & SQC, Defect analysis Document Control Purchase & Store Management Inventory control Account Management, APQP FMEA, and CP DMS
QUALITY Indo Shell Cast is committed to quality - first time, on time, and every time. All the processes are streamlined and strict adherence to international standards of quality is ensured, to offer only the best quality to our customers. Our objective is to deliver the highest quality results to our clients, thus providing good value through competitive systems and processes. Accreditations for our Quality Process ISO 9001: 2008 Certification by RWTUV, Germany 2002. We have been accredited with ISO 9001:2008 certificate. We have installed ISO / TS 16949:2009-certification. We are Familiar with and implementingAPQP Advanced Product Quality Planning FMEA Failure Mode Effect and Analysis MSA Measurement System Analysis Statistical Process and Quality Control Sampling Technique Cp & Cpk Study Pareto analysis for defect analysis.
CLIENTS Our services ensure a long-term customer relationship; our list of satisfied clientele proves our quality service. Our Domestic Customers:
Our International Customers:
WELFARE ACTIVITIES Employees are constant updated on technology, market, and the latest developments in the field. All these make the employees get involved in work thereby giving better productivity. Dedication of the Indo Shell Cast team and its unity create a synergic work environment.
In addition to the statuary welfare measures like, ESI, Provident fund etc, we are doing the following measures: Free medical insurance scheme Helping the employees for personal problems Arrangement of blood donation for employees Arranging the soft loans through co-operative banks Eye test for all employees Provision of uniforms, shoes, etc TRAINING & DEVELOPMENT FOR EMPLOYEES The employees of Indo Shell Cast undergo vigorous training through programs conducted within the Campus. Various steps are taken to ensure that every employee is quality conscious at every stage with latest technical know-how and technological advancements. Special emphasis is on personality development and building healthy co-employee relationship. RESEARCH & DEVELOPMENT Product Testing Equipment A separate well-equipped laboratory with complete testing facilities has been established for ultimate quality checks. Experienced professionals constitute the lab technicians team. HIGHLIGHTS We are extensively using CAD and CAM to make pattern and tools. This gives consistency in dimensional and Geometrical parameters from cavity to cavity when multi cavity patterns are made. The development CAD CAM Route of tool making and pattern making shorten the prototype period and first time acceptance is assured.
EFFORTS Efforts refer to the amount of energy and employee exerts on a given task. In determined by two factor a) value of rewards and perception of effort reward probability PERFORMANCE Ones efforts lead to his/ her performance. Both may be equal or may not be however the amount of performance is determined by the amount of labour and the ability and role perception of the employee SATISFACTION Performance leads to satisfaction. The level of satisfaction depends upon the amount of rewards achieves. REWARDS Rewards may be of two kinds: intrinsic and extrinsic. Eg. of intrinsic rewards are such as a sense of accomplishment and self actualization. As regards extrinsic rewards these may include working condition and status. Other Social Welfare Activities Periodic Health and Eye camps, Providing support and facilities to educational institutions imparting free education, Assisting Temple welfare activities, Supporting needy people on Education, Adopting Public parks, Traffic parks and Tree plantation EMPLOYEE MOTIVATION PROGRAMME Indo shell Cast believes in constantly upgrading skills of its employees driving perfection at work. There are many programs for employees to develop both curricular and non-curricular activities. We believe that employees are the core asset. We constantly identify individuals / teams with exceptional performance get them to share ideas with the rest. The company ensures through frequent meetings a fair exchange of ideas of development in each of the fields. Employees are constant updated on technology, market, and the latest developments in the field. All these make the employees get involved in work thereby giving better productivity.
CHAPTER-2
2.1 NEED FOR THE STUDY The main aim of the study is to enhancing the motivation between managers and workers Motivation appreciates nature of the works and give the rewards to focus standards This is an main equipment for appreciation and appending performance of a concern Motivation targets on enlightening team work with involvement. To maintain the democratic attitude between all the workers and managers rely on motivation Motivation impelled the forces on achievement with triumphant.
2.2 OBJECTIVE To find out the difference between the Manager and the Worker. To find out whether the working environment is the motivated or not. To identify whether the job itself is a Motivator. Is there any partiality occurs between the Managers and Workers? To know whether the motivation is a Compulsory factor for the Employees in an organization or not.
2.3 LIMITATIONS
In our research some limitations had to be done to make it more understandable and to be able to carry the research through. Due to limited time and space, we have decided to use three companies, we are aware the selection is not representative for the whole population. To collect our empirical data and conduct interviews we have chosen both a manager and a worker. Moreover, the study will be accomplished in a local perspective, so the opportunity to make face-to-face interviews is possible, and by doing that we will also have the time to carefully interpret and analyze the collected material. Our definition of a manager is a person with a leading position in an organization who is for example a department manager with several direct reports. On the other hand, the worker has a lower position within the company and has not as much responsibility as the manager. We are well aware that differences between genders could occur, however this will not be investigated in this study. Moreover, we concentrated our research on the private sector, where occupations within that area are being used, where the public sector would not be included. Finally, we would like to stress that we will not reflect upon the aspect of voluntary work, instead work will be defined as a role in the organization whereby a salary is received by an individual. Limitations of the study 1. The sample size was small and it is not sufficient to determine the final conclusion. 2. When compared the male population is higher than the female population. 3. We are not concerned about the other companies which are manufacturing the same product. 4. We are not comparing the other variables in the same industry.
2.4 REVIEW OF LITERATURE A Review of Literature is made on the key variables used in the present study the reviews concentrate on personal and organizational. Variables influencing the keys variables viz., Job Motivation. REVIEWS ON JOB MOTIVATION Job motivation is the one of the important factors which greatly influences the performance of the employees in production oriented and non production oriented organization it is highly essential for any management to understand the employees job motivation which influences the productive a greater extent. REVIEWS RELATED TO PERSONAL FACTORS INFLUENCING JOB MOTIVATION METHA (1978) on a study of managerial employees and workers representative has suggested that economic factors appear significantly related to life satisfaction which in turn affects Employees Job Motivation. LEVINE (1983) and FITZGERALD (1982) both found that there is no single motivator that works will all individual rather a unique combination is usually necessary for optimal results. Just as with leadership, Motivation must be situational. In this case the style or technique employed depends on individual personality career goals. JOB AND JOB REQUIREMENTS AGE AND SO FORTH In the study of A.K.Srivastava and Anshula Krishna(1994) a comparison of male and female teachers was, made with regard to their work motivation. In the results indicates that male teachers maintain markedly higher level of work motivation is generated by most of their which positively correlate with their job involvement.
KANUGY & MENDONCA (1994) suggested a generalized model of motivation is the context of developing countries comprising following six elements: a) The individuals needs. b) The individuals expectations regarding the extent to which the required job behavior will lead to personal outcomes that you can satisfy the needs. c) The individuals self-efficiency expectations. d) The individuals job behavior. e) The individuals experience of the outcomes of job behavior. f) Feedback of such experience on consequences of job behavior for future motivation to engage in similar job behavior. Review is related to organizational factors influencing job motivation GANGULY (1954) reported that a study job, an adequate income, opportunity for learning RENIS LIKERT motivation as the core of management motivation is an effective instrument in the hands of the management in the inspiring the work force. DALTON E.MC.FARLAND says that motivation refers to way in which urges, drives, aspirations, and strivings or needs direct, control or explain the behavior of human beings. In a positive environment, a marginal performance output goes up. In a negative environment, a good performers output goes down. ABRAHAM .H. MASLOW, motivation and personality, New York: hoper & row, 1954 DAVID C. MADELLAND the achievement, motive, New York Appleton- century- crofts, 1953, he identified 3 types of basic motivating his needs. He classifieds these needs for power (n/PWR), need for affiliation (n/AFF), and need for achievement (n/ACH). Considerable research work was done by madelland and his associates in this respect, particular on achievement motive. VICTOR H.VROOM, work and motivation, New York john Wiley, 1964 Vrooms expectancy theory habits roots in the cognitive concept of classical economic theory according to Vroom , people will be motivated to do thing to achieve some goals to the extent that they except that certain action on their pest will help them to achieve the goal .
L.W.PORTER and EE.LAWLER, managerial attitude and performance, HOME WOOD ,III RICHARD D.IRWIN 1968. The derives substantially more complete needed motivation and have applied it their study primarily of managers. They purpose a multivariate model to explain the complex relationship that exists between job attitude and job performance .Their model encounter some of the simplistic traditional assumptions made about the positive relationship between satisfaction and performance. J.G.HUND and J.W.WILL, the look in motivating theory for organizational research, human organization summer, 1969.p.105. Motivation is the product of valence, expectancy, instrumentality. These three factors in the expectancy model may exist in an infinite number of combination developing upon the range of valence and the degree of expectancy and instrumentality. The combination that products the strongest are low, the resulting motivation will be weak. In other cases, motivation will be moderate similarity, the strength of avoidance behavior will be determined by the negative valence and expectancy and instrumental factors. FILMORE H.SUNFORD & LARENCE WRIGHTSMEN, Psychology Belmont, calif; Books cole 1979,p.189 Motivation is restlessness a lack, yen, a force, once in the group of motive of the organization does something to reduce the restlessness, to remedy the lack, to alleviate the yen, to mitigate the force. ROBERT DUBIN, Human relation in Administration, New Delhi pretences Hall of India1954, p.53 motivation is the complex forces starting and keeping a person at work in an organization. Motivation is something that moves the person to action and continues him in the course of action already initiated. DALTON E.MC.FORLAND, management principles and practices, New York, Macmillan, 1974.p.537 Motivation is the way in which urges drives, desires, aspirations striving, or needs direct, control or explain the behaviors of human beings. As technology becomes more advanced, we become more reliant on it. The products manufactured from Indo Shell Cast are technically advanced with exceptional quality. Our ranges of products provide complete peace of mind at a remarkably affordable cost.
CHAPTER-3 3.RESEARCH METHODOLOGY Introduction Research, according to Redmon and Mory is a systemized effort to gain new knowledge. According to Clifford Woody research comprises defining and redefining problem, formulating hypothesis or suggested solutions, collecting and organizing and evaluating data, making deductions, reading conclusions and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Need and Importance Employees of an organization can make the difference between success and Failure. For the organization have to understand the needs, drives and expectations of their employees, try to satisfy them and they have to motivate their employees for their better performance, job motivation is one of the important factors which greatly influences the performance of the employees and it is also the key of the organizational effectiveness .Managers in general, have to get the work done through others. These others are human assets or resources. Human resources are the total knowledge, talents and creative abilities. Motivating implies stimulating all the above assets for the best possible use for accomplishing the organizational objectives. Job motivation enhances employees potentials and it makes the employees committed to their organization. Job motivation is a result of the motivation function of management. Later, it becomes a self motivation or inner urge for better performance by the employees. Research Design A Research design is an arrangement of condition for collection and analyzing of data in manner that aims to combine relevance to the research purpose with economy in practice a good design would be flexible appropriate efficient and economical. In this study the researcher adopted Descriptive Design.
Sources of Data: Primary Data Primary Data are those collected for the first time for further study the primary data are collected through questionnaire. Tools of data collection The researcher used questionnaire method which comprises of 110 questions. The schedule consists of multiple choice questions of 5 point scale category. Analysis Simple percentage analysis and graphical method are employed for analyzing the date. Sampling The Sampling technique adopted is convenient sampling out of 700 employees the researcher took 110 respondents for the study. Pre-Test The investigator conducted a pre-test of the questionnaire into test the validity of the same in the actual field situation. During pre-test the investigator met some workers and after discussing with them some questions was added and the irrelevant ones removed. The questionnaire was framed after removing the irrelevant questions and adding relevant ones. Process of data collection and analysis The actual data was collected during month of December to May 2012. After data collection tables were prepared for all the data. This was further used to for analysis. The analysis was done manually by preparing master sheet.
CHAPTER-4
4.ANALYSIS AND INTERPRETATION
STATISTICAL TOOLS According to the topic, we are using some tools to analyze the entire report with some samples. The tools are, Correlation F-distribution
Correlation The correlation is one of the most common and most useful statistics. A correlation is a single number that describes the degree of relationship between two variables.
Correlation formula ( ( ) )( ) ( )
Where, N= number of pairs of scores XY = sum of product of paired scores X = sum of x scores Y = sum of y scores X2 = sum of squared x scores Y2 = sum of squared y scores
F-distribution A probability density function that is used especially in analysis of variance and is a function of the ratio of two independent random variables each of which has a chi-square distribution and is divided by its number of degrees of freedom The f statistic , also known as an f value , is a random variable that has an F distribution. The f statistic is the ratio of s12/12 and s22/22. f = [ s12/12 ] / [ s22/22 ] Where 1 is the standard deviation of population 1, s1 is the standard deviation of the sample drawn from population 1, 2 is the standard deviation of population 2, and s1 is the standard deviation of the sample drawn from population 2.
TABLE 1 DURABILITY OF THE JOB SNO NUMBER OF YEARS NUMBER OF PERCENTAGE
RESPONDENTS 1 2 3 4 5 0-3 years 3-6 years 6-10 years 10-12 years More than these Total
SOURCE: PRIMARY DATA
56 30 15 6 3 110
51 27 14 5 3 100
INTERPRETATION The above table shows that, how long the workers have been working in this concern. From this table it is observed that most of the respondents belong to the year 0 to 3 years, 27% of respondents are 3 to 6 years, 14% of respondents are 6 to 10 years, 5% of respondents are 10 to 12 years, 3% of respondents are more than these. INFERENCE It is concluded that, Majority of the respondents are coming under 0-3 years. CHART 1 DURABILITY OF THE JOB
56 60 40 20 0 0-3 years 3-6 years 6-10 years 10-12 years more than these 30 15 6 3
Number of Respondents
TABLE 2 SELF-APPROVAL OF WORK SNO CATEGORY NUMBER OF PERCENTAGE
RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

19 66 12 10 3 110
17 60 11 9 3 100
INTERPRETATION The above table shows that, while choosing jobs I usually choose the one that gives job satisfaction and self motivation. From this table it is observed that 17% of respondents are Strongly agree, 60% of respondents are agree, 11% of respondents are neutral, 9% of respondents are disagree, 3% of respondents are Strongly disagree. INFERENCE It is concluded that, Most of the respondents are agreed to choose their job satisfaction and self motivation. CHART 2 SELF-APPROVAL OF WORK
100 50 0 Strongly Agree 19
66 12 Agree Neutral 10 Disagree 3 Strongly disagree
TABLE 3 ACCEPTANCE OF SUPERIORS TALK. SNO CATEGORY NUMBER OF PERCENTAGE

18 48 23 13 8 110
16 44 21 12 7 100
INTERPRETATION The above table shows that, the people choose to discuss my opinion and suggestion are very limitation with my superiors. From this table it is observed that 16% of respondents are Strongly agree, 44% of respondents are agree, 21% of respondents are neutral, 7% of respondents are Strongly disagree, 12% of respondents are disagree. INFERENCE It is concluded that, majority of the respondents are agreed to discuss their opinion and suggestion are very limitation with their superiors. CHART 3 ACCEPTANCE OF SUPERIORS TALK.
60 40 20 0 Strongly Agree Agree Neutral Disagree Strongly disagree 18 48 23 13 8
TABLE 4 SATISFACTION OF ENCOURAGEMENT GIVEN BY IMMEDIATE SUPERIOR. SNO CATEGORY NUMBER OF PERCENTAGE

31 46 8 15 10 110
28 42 7 14 9 100
INTERPRETATION The above table shows that, are you satisfied with the level of motivation given by the immediate superior. From this table it is observed that 42% of respondents are agreed, 28% of respondents are strongly agreed, 14% of respondents are disagreed, 9% of respondents are strongly disagreed, 7% of respondents are neutral. INFERENCE It is concluded that, a good number of people are satisfied with the level of motivation given by immediate superior. CHART 4 SATISFACTION OF ENCOURAGEMENT GIVEN BY IMMEDIATE SUPERIOR.
60 40 20 0
46 31 8 Strongly Agree Agree Neutral 15 10
Disagree Strongly disagree
TABLE 5 ENHANCEMENT DETERMINES EFFORT SNO CATEGORY NUMBER OF PERCENTAGE

20 50 19 20 20 110
18 46 17 18 18 100
INTERPRETATION The above table shows that, I would work hard if I knew that my effort would lead to higher pay. From this table it can be observed that 46% of respondents are agreed, 18% of respondents are Strongly agreed, 18% of respondents are disagreed, 1% of respondents are Strongly disagreed, 17% of respondents are neutral. INFERENCE It is concluded that Majority of the respondents are agreed to lead higher pay. CHART 5 ENHANCEMENT DETERMINES EFFORT
60 40 20 0 Strongly Agree 20
50 19 20 20
Agree
Neutral
Disagree
Strongly disagree
TABLE 6 TEAM SPIRIT CAPABILITY SNO CATEGORY NUMBER OF PERCENTAGE

30 45 21 10 4 110
27 41 19 9 4 100
INTERPRETATION The above table shows that, are you feeling free to interact with other. From this table it is observed that 41% of respondents are agreed, 27% of respondents are Strongly agreed, 9% of respondents are disagreed, 4% of respondents are Strongly disagreed, 19% of respondents are neutral. INFERENCE It is concluded that nearly everyone should be agreed to feel free to interact with others. CHART 6 TEAM SPIRIT CAPABILITY
45 21 10
4 Strongly disagree
Agree
Neutral
Disagree
TABLE 7 PROFIT CALCULATION ON BOUNTY. SNO CATEGORY NUMBER OF PERCENTAGE

16 48 23 20 3 110
14 44 21 18 3 100
INTERPRETATION The above table shows that, At work, do you like monitory benefit only. From this table it is observed that 44% of respondents are agreed, 14% of respondents are Strongly agreed, 18% of respondents are disagreed, 3% of respondents are Strongly disagreed, 21% of respondents are neutral. INFERENCE It is conclude that, the large amount of respondents are agreed to like monitory benefit CHART 7 PROFIT CALCULATION ON BOUNTY.
48 50 40 30 20 10 0 23 20 3 Strongly Agree Agree Neutral Disagree Strongly disagree
16
TABLE 8 WAY OF REINFORCEMENT SNO CATEGORY NUMBER OF PERCENTAGE

19 41 16 24 19 110
17 37 14 22 17 100
INTERPRETATION The above table shows that, at work, do you like to get the appreciations in the mode of praising. From this table it is observed that 37% of respondents are agree, 17% of respondents are Strongly agree, 22% of respondents are disagree, 10% of respondents are Strongly disagree, 14% of respondents are neutral. INFERENCE It is concluded that nearly everyone should like to get the appreciations in the mode of praising. CHART 8 WAY OF REINFORCEMENT
41 16 24 19
Agree
Neutral
Disagree
Strongly disagree
TABLE 9 ECHELON LEVEL OF MOTIVATION ALONG WITH WORK PERFECTION. SNO CATEGORY NUMBER OF PERCENTAGE

27 47 11 20 5 110
24 43 10 18 5 100
INTERPRETATION The above table shows that, in the level of motivation are you aware about your work perfection. From this table it is observed that 43% of respondents are agreed, 24% of respondents are strongly agreed, 18% of respondents are disagreed, 5% of respondents are strongly disagreed, 10% of respondents are neutral. INFERENCE It is concluded that, for the most part of respondents are agreed to know their level of motivation and also aware about their work perfection. CHART 9 LEVEL OF MOTIVATION ALONG WITH WORK PERFECTION.
60 40 20 0
47 27 11 Agree 20 5
Strongly Agree
Neutral Disagree Strongly disagree
TABLE 10 HIERARCHY OF MANAGEMENT SNO CATEGORY NUMBER OF PERCENTAGE

32 43 25 10 110
29 39 23 9 100
INTERPRETATION The above table shows that, i often make decisions based on situation and superiors order. From this table it is observed that 39% of respondents are agreed, 29% of respondents are Strongly agreed, 9% of respondents are disagreed, 0% of respondents are Strongly disagreed, 23% of respondents are neutral. INFERENCE It is concluded that nearly everyone should make a decisions based on situation and also their superior order. CHART 10 HIERARCHY OF MANAGEMENT
60 40 20 0
32
43 25 10 0 Strongly disagree
Strongly Agree
Agree
Neutral
Disagree
TABLE 11 SYMBOL OF CARELESS ATTITUDE. SNO CATEGORY NUMBER OF PERCENTAGE

15 27 16 28 24 110
14 24 14 25 23 100
INTERPRETATION The above table shows that, I often take leave to have fun. From this table it is observed that 24% of respondents are agreed, 14% of respondents are Strongly agreed, 25% of respondents are disagreed, 23% of respondents are Strongly disagreed, 14% of respondents are neutral. INFERENCE It is concluded that nearly everyone should be disagreed to take leave for fun. CHART 11 SYMBOL OF CARELESS ATTITUDE.
27 15 16 28
30 20 10 0 Strongly Agree
24
Agree
Neutral
TABLE 12 EVIDENCE OF SINCERE WORK. SNO CATEGORY NUMBER OF PERCENTAGE

16 40 25 25 4 110
14 36 23 23 4 100
INTERPRETATION The above table shows that, I will not avail to take leave or absent from my work. From this table it is observed that 36% of respondents are agreed, 14% of respondents are Strongly agreed, 23% of respondents are disagreed, 4% of respondents are Strongly disagreed, 23% of respondents are neutral. INFERENCE It is concluded that, Majority of the respondents are agreed to their evidence of sincere work. CHART 12 EVIDENCE OF SINCERE WORK.
40 40 20 0 Strongly Agree Agree Neutral Disagree Strongly disagree 16 4 25 25
TABLE 13 POSITION OF THE JOB SNO CATEGORY NUMBER OF PERCENTAGE

32 48 16 11 3 110
29 44 14 10 3 100
INTERPRETATION The above table shows that, Are you know very well about your roles and responsibilities. From this table it is observed that 44% of respondents are agreed, 29% of respondents are strongly agreed, 10% of respondents are disagreed, 3% of respondents are strongly disagreed, 14% of respondents are neutral. INFERENCE It is concluded that nearly all should be agreed to know their roles and responsibility. CHART 13 POSITION OF THE JOB
60 40 20 0
48 32 16 11 3 Strongly disagree
Strongly Agree
Agree
Neutral
Disagree
TABLE 14 EFFECTS RELY ON AUTHORITIES VISITS. SNO CATEGORY NUMBER OF PERCENTAGE

28 46 20 15 1 110
25 42 18 14 1 100
INTERPRETATION The above table shows that, I give my best effort when I know that it will be seen by the most influential people in an organization. From this table it is observed that 42% of respondents are agreed, 25% of respondents are Strongly agreed, 14% of respondents are disagreed, 1% of respondents are Strongly disagreed, 18% of respondents are neutral. INFERENCE It is concluded that, for the most of the respondents are agreed to give the best effort when they will be seen by the most influential people in an organization. CHART 14 EFFECTS RELY ON AUTHORITIES VISITS.
46 50 0 Strongly Agree Agree Neutral Disagree Strongly disagree 28 20 15 1
Number of Resopondents
TABLE 15 SELF APPROVAL ATTEMPTS GOAL. SNO CATEGORY NUMBER OF PERCENTAGE

28 43 20 13 6 110
25 40 18 12 5 100
INTERPRETATION The above table shows that, I make decisions, it will reflect high standard that I set for myself. From this table it is observed that 40% of respondents are agree, 25% of respondents are Strongly agree, 12% of respondents are disagree, 5% of respondents are Strongly disagree, 18% of respondents are neutral. INFERENCE It is concluded that, most of the respondents are agreed to make the decisions CHART 15 SELF APPROVAL ATTEMPTS GOAL.
43 20 13 6 Strongly disagree
Agree
Neutral
Disagree
TABLE 16 OPPORTUNITY PROCEED GOOD WILL. SNO CATEGORY NUMBER OF PERCENTAGE

45 41 9 10 5 110
41 37 8 10 4 100
INTERPRETATION The above table shows that, it is important that I work for a company that allows me to use my skills and talent. From this table it is observed that 37% of respondents are agreed, 41% of respondents are Strongly agreed, 10% of respondents are disagreed, 4% of respondents are Strongly disagreed, 8% of respondents are neutral. INFERENCE It is concluded that for the most part of the respondents are agreed and to know their skills and talents are important for their company. CHART 16 OPPORTUNITY PROCEED GOOD WILL.
60 40 20 0
45
41 9 10 5
Strongly Agree
Agree
Neutral
TABLE 17 RELEVANCE IN ATTITUDE AND JOB SNO CATEGORY NUMBER OF PERCENTAGE

20 50 21 11 8 110
18 45 21 10 7 100
INTERPRETATION The above table shows that, I try to make sure that my decisions are consistent with my personal standards of behavior. From this table it is observed that 45% of respondents are agreed, 18% of respondents are Strongly agreed, 10% of respondents are disagreed, 7% of respondents are Strongly disagreed, 20% of respondents are neutral. INFERENCE It is concluded that, majority of the respondents are agreed to try and make sure that my decisions are consistent with my personal standards of behavior. CHART 17 RELEVANCE IN ATTITUDE AND JOB
60 40 20 0
50 20 21 11 8
Strongly Agree
Agree
Neutral
TABLE 18 UPGRADE OF MINE AND SUPERIOR. SNO CATEGORY NUMBER OF PERCENTAGE

30 45 20 10 5 110
27 41 18 9 5 100
INTERPRETATION The above table shows that, I considered myself a self-motivated person, and also by my superior. From this table it is observed that 41% of respondents are agreed, 27% of respondents are Strongly agreed, 9% of respondents are disagreed, 5% of disagreed, 18% of respondents are neutral. INFERENCE It is concluded that, nearly everyone should be agreed to considered their self as a selfmotivated person and also by their superior. CHART 18 UPGRADE OF MINE AND SUPERIOR. respondents are Strongly
60 40 20 0
30
45 20 10 5
Strongly Agree
Agree
TABLE 19 CLICH OF TARGET IN OWN. SNO CATEGORY NUMBER OF PERCENTAGE

25 39 18 9 19 110
23 35 16 8 18 100
INTERPRETATION The above table shows that, I like to do things which gives me a sense of personal achievement. From this table it is observed that 35% of respondents are agreed, 23% of respondents are Strongly agreed, 8% of respondents are disagreed, 18% of respondents are Strongly disagreed, 16% of respondents are neutral. INFERENCE It is concluded that most of the respondents are agreed to like to do things as a sense of personal achievement. CHART 19 CLICH OF TARGET IN OWN.
TABLE 20 SUPPORT OF MYSELF TO VICTORY. SNO CATEGORY NUMBER OF PERCENTAGE

28 45 18 12 7 110
25 41 17 11 6 100
INTERPRETATION The above table shows that, I need to know that my skills and values are contributing to organizations success. From this table it is observed that 41% of respondents are agreed, 25% of respondents are Strongly agreed, 11% of respondents are disagreed, 6% of respondents are Strongly disagreed, 17% of respondents are neutral. INFERENCE It is concluded that majority of the respondents are agreed to need to know that their skills and values are impacting the organizations success. CHART 20 SUPPORT OF MYSELF TO VICTORY.
60 40 20 0
45 28 18 12 7
Strongly Agree
Agree
Neutral
TABLE 21 I GIVE MY PART RELY ON ACCEPTANCE OF TARGET. SNO CATEGORY NUMBER OF PERCENTAGE

17 35 27 23 8 110
15 32 25 21 7 100
INTERPRETATION The above table shows that, I would not work hard for a company if I didnt agree with its Mission. From this table it is observed that 41% of respondents are agreed, 27% of respondents are Strongly agreed, 9% of respondents are disagreed, 4% of respondents are Strongly disagreed, 19% of respondents are neutral. INFERENCE It is concluded that, the most of the respondents are agreed to they would not work hard for a company if they didnt agree with its mission. CHART 21 I GIVE MY PART RELY ON ACCEPTANCE OF TARGET.
35 17
40 20 0
27
23 8
Strongly Agree
Agree
TABLE 22 PRECEDENCE OF SET PATTERN TENDS TO ACHIEVEMENT. SNO CATEGORY NUMBER OF PERCENTAGE

29 42 21 11 7 110
26 38 20 10 6 100
INTERPRETATION The above table shows that, I have to believe in a cause before I will work hard at achieving its ends. From this table it is observed that 38% of respondents are agreed, 26% of respondents are strongly agreed, 10% of respondents are disagreed, 6% of respondents are strongly disagreed, and 20% of respondents are neutral. INFERENCE It is concluded that nearly all of the respondents are agreed to they have to believe in a cause before they will work hard at achieving its ends. CHART 22 PRECEDENCE OF SET PATTERN TENDS TO ACHIEVEMENT.
60 40 20 0
29
42 21 11 7
Number of respondents
Strongly Agree
Agree
Neutral
TABLE 23 ACCEPTANCE OF HARD WORK GIVEN BY AUTHORITY SNO CATEGORY NUMBER OF PERCENTAGE

24 38 22 15 11 110
22 34 20 14 10 100
INTERPRETATION The above table shows that, are you hard work is appreciated by your immediate superior. From this table it is observed that 34% of respondents are agreed, 22% of respondents are strongly agreed, 14% of respondents are disagreed, 10% of respondents are strongly disagreed, 20% of respondents are neutral. INFERENCE It is concluded that, for the most part of the respondents are agreed to their work is appreciated by their immediate superior. CHART 23 ACCEPTANCE OF HARD WORK GIVEN BY AUTHORITY.
TABLE 24 RECOGNITION OF THOUGHTS TENDS TO CHOICE OF CONCERN. SNO CATEGORY NUMBER OF PERCENTAGE

19 35 38 11 7 110
17 32 35 10 6 100
INTERPRETATION The above table shows that, when choosing companies to work or, I look for one that supports my beliefs and values. From this table it is observed that 32% of respondents are agreed, 17% of respondents are strongly agreed, 10% of respondents are disagreed, 6% of respondents are strongly disagreed, 35% of respondents are neutral. INFERENCE It is concluded that, most of the respondents are agreed to recognition of thoughts tends to choice of concern, and rest of the respondents are neutral. CHART 24 RECOGNITION OF THOUGHTS TENDS TO CHOICE OF CONCERN.
35 19 38 11 7
40 20 0
Strongly Agree
Agree
Neutral
TABLE 25 HAUL OF MY SOUL FOR CONCERN. SNO CATEGORY NUMBER OF PERCENTAGE

18 34 30 16 12 110
16 31 27 15 11 100
INTERPRETATION The above table shows that, an organizations mission needs to be in agreement with my values to work hard. From this table it is observed that 31% of respondents are agreed, 16% of respondents are Strongly agreed, 15% of respondents are disagreed, 11% of respondents are Strongly disagreed, 27% of respondents are neutral. INFERENCE It is concluded that, Majority of the respondents are agreed to haul of my soul for concern. Rests of the respondents are equally divided for disagreed and neutral. CHART 25 HAUL OF MY SOUL FOR CONCERN.
40 20 0
34 18
30 16 12
Number of Respndents
Strongly Agree
Agree
Neutral
Disagree
Strongly disagree
Calculate the Karl person co-efficient of correlation for the following ways of reinforcement and level of motivation along with work perfection. Solution: X : ways of reinforcement Y : Level of motivation along with work perfection X 41 19 24 10 16 110 N =5 X2=2974 Y 47 27 20 5 11 110 X2 1681 361 576 100 256 2974 X =110 Y2=3484
N XY ( XY)( XY) N X2 ( X) N Y2 ( Y)2
Y2 2209 729 400 25 121 3484
XY 1927 513 480 50 176 3146 Y = 110 XY=3146
rxy
5(3246) 5(2974)
(110)(110) (110)2
(110) 5(3484) 15730 12100
14870
1210017420
12100
3630 (52 63)(72 93) 3630 3838 30 0 94. Conclusion There is highly positive correlation between X &Y.
Two models such as symbol of careless attitude and evidence of sincere work have the following two scores of data using F-test. Solution: X = Symbol of careless attitude Y = Evidence of sincere work n1 =5 X 27 15 28 24 16 110 Y 40 16 25 9 20 110 S12= S22 = n2 = 5 X = 22 (X-x) 5 -7 6 2 -6 0 = 37.5 = 135.5 (Y-y) 18 -6 3 -13 -2 0 Y = 22 ( 25 49 36 4 36 150 ) ( 324 36 9 169 4 542 )
Null hypothesis H0 : 22 There is no significant difference between symbol of careless attitude & evidence of sincere work Alternative hypothesis H1 : 22 There is the significant difference between symbol of careless attitude & evidence of sincere work. Level of significance 0.05
Test statistics : Under the null hypothesis the test statistics is, F = S12 / S22 Tabulated value of F for 4 df is F0.05 = 6.39 Conclusion: Since Fcv < Ftv. So, we accept one H0, and conclude that there is no significant difference between symbol of careless attitude & evidence of sincere work. = 3.61
Calculate the Karl person co-efficient of correlation for the following attempts goal and opportunity proceeds good will Solution: X : Self Approval attempts goal Y : Opportunity proceeds good will X 43 28 13 6 20 110 Y 41 45 10 5 9 110 X2 1763 784 169 36 400 3152 X =110 Y2=3912 Y2 1681 2025 100 25 81 3912 XY 1763 1260 130 30 180 3363 Y = 110 XY=3363
self approval
N =5 X2=3152
N XY N X2
( XY)( XY) ( Y)2
( X) N Y2
5(3363) 5(3152)
(110)(110) (110)2
(110) 5(3912) 12100
16815 15760
1210019560
12100
4715 (60 49)(86 37) 0 90 Conclusion There is highly positive correlation between X &Y.
CHAPTER-5 5.1 FINDINGS Majority of the respondents are coming under 0-3 years. Most of the respondents are agreed to choose their job satisfaction and self motivation Majority of the respondents are agreed to discuss their opinion and suggestion are very limitation with their superiors. A good number of people are satisfied with the level of motivation given by immediate superior. Majority of the respondents are agreed to lead higher pay. Nearly everyone should be agreed to feel free to interact with others. The large amount of respondents are agreed to like monitory benefit Nearly everyone should like to get the appreciations in the mode of praising only. For the most part of respondents are agreed to know their level of motivation and also aware about their work perfection. Nearly everyone should make a decisions based on situation and also their superior order. Nearly everyone should be disagreed to take leave for fun. Majority of the respondents are agreed to they will not avail to take leave or absent from their work. Nearly all should be agreed to know their roles and responsibility. For the most of the respondents are agreed to give the best effort when they will be seen by the most influential people in an organization. Most of the respondents are agreed to make the decisions For the most part of the respondents are agreed and to know their skills and talents are important for their company Majority of the respondents are agreed to try and make sure that my decisions are consistent with my personal standards of behavior. Nearly everyone should be agreed to considered their self as a self-motivated person and also by their superior. Most of the respondents are agreed to like to do things as a sense of personal achievement.
Majority of the respondents are agreed to need to know that their skills and values are impacting the organizations success. The most of the respondents are agreed to they would not work hard for a company if they didnt agree with its mission. Nearly all of the respondents are agreed to they have to believe in a cause before they will work hard at achieving its ends. For the most part of the respondents are agreed to their work is appreciated by their immediate superior. Most of the respondents are agreed to when choosing companies to work or, they look for one that supports my beliefs and values and rest of the respondents are neutral. Majority of the respondents are agreed to haul of my soul for concern. Rests of the respondents are equally divided for disagreed and neutral. 5.2 SUGGESSTION This Management gives maximum efforts of ushering novices because of innovative practices This concern workers have open-minded and optimistic outlook on their progress of an organization. This management maintains good communication with workers. The Authorities promotes the goodwill to lead the execution of work and done on a large scale production. This concern mainly focuses on the improvement of their workers involvement regards on motivation Periodically delivery of goods shows the co-ordination of workers This management needs to widens the capability of jobs due to refresher training and in service training. This management provides opportunity for establishing the skills and talents of workers. The chances of sequential encouragement brought the mode of mastery of jobs regards on the roles and responsibilities.
5.3CONCLUSION
This study brought about the motivation level among the managers and workers in the institutional culture. The whole process of writing our project has contributed to a greater knowledge of motivation to work, especially while studying previous presented theories. From the interviews we have gain much information regarding the subject and given us a deeper insight of motivation. Before starting to present the different findings for workers and managers, we would like to say that without an interest for ones work motivation could be hard to define. Motivation is the only weapon which applies on correct time for updating work perfection. Fortunately, all interviewees participating in our project have a huge interest within their line of business and the company. Our conclusion of what motivates a worker is, primarily money. They want to receive tangible rewards for their performance. Moreover, the craving of the material benefits, subsidized lunch, preventive health care, and the money which can be used to strengthen our argument and motivate the workers. The objectives has accomplished through the motivation. They experience a positive recognition as a reward as well as working climate, and do not pay attention to material ones. Moreover, we have discovered how important good relationship with colleagues, acknowledge for their work and to create a pleasant working environments. The other factor that motivates a manager is his/ her free time, where the person wants time for cognitive activities other than work. To answer our research questions, there are differences in motivation to work between a manager and a worker. However, the workers want more things and therefore they urge for more money, and that is what drives them forward. Instead, the non material factors as family and friends are fundamental for the manager and that is what drives him or her forward. In addition, what they want is to create a better working place, make tasks more effective and be there for the employees, because it can always be motivate according to them.
Bibliography and Websites BOOKS

The Human Side of Organizations. 7th Ed. Massachusetts, Addison Qualitative methods in management research. 2nd Ed. Sage Publications, Inc. Motivation to work .2nd Ed, John Wiley & Sons. Jackson, Norman and Pippa Carter. Organization Theory. 3rd Ed. England Penguin Books. Work and Motivation. San Francisco: Jossey-Bass Inc.
www.motivationtheory.com www.behavioroftheorganisation.in www.oldtheory.com www.organisationsview.in
INTERVIEW DRAFT NAME :_______________________ COMPANY: ______________________________
Q1.Since how long have you been working in this concern? 0-3ears 3-6 years 6-10 years 10-12 years More than these
Q2. While choosing jobs I usually choose the one that gives job satisfaction and self motivation. Strongly Agree Agree Neutral Disagree Strongly Disagree
Q3. The people choose to discuss my opinion and suggestion are very limitation with my superiors. Strongly Agree Agree Neutral Disagree Strongly Disagree
Q4. Are you satisfied with the level of motivation given by the immediate superior. Strongly Agree Agree Neutral Disagree Strongly Disagree
Q5. I would work harder if I knew that my effort would lead to higher pay Strongly Agree Agree Neutral Disagree Strongly Disagree
Q6. Are you feeling free to interact with other? Strongly Agree Agree Neutral Disagree Strongly Disagree
Q7. At work, do you like monitory benefit only? Strongly Agree Agree Neutral Disagree Strongly Disagree
Q8. At work, do you like to get only the appreciations only in the mode of praising only? Strongly Agree Agree Neutral Disagree Strongly Disagree
Q9. In the level of motivation are you aware about your work perfection. Strongly Agree Agree Neutral Disagree Strongly Disagree
Q10. I often make decisions based on situation and superiors order. Strongly Agree Agree Neutral Disagree Strongly Disagree
Q11. I often take leave to have fun. Strongly Agree Agree Neutral Disagree Strongly Disagree
Q12. I will not avail leave or absent from my work. Strongly Agree Agree Neutral Disagree Strongly Disagree
Q13. Are you very well know about your roles and responsibility Strongly Agree Agree Neutral Disagree Strongly Disagree
Q14. I give my best effort when I know that it will be seen by the most influential people in an organization Strongly Agree Agree Neutral Disagree Strongly Disagree
Q15. I make decisions, it will reflect high standard that I set for myself Strongly Agree Agree Neutral Disagree Strongly Disagree
Q16. It is important that I work for a company that allows me to use my skills and talent Strongly Agree Agree Neutral Disagree Strongly Disagree
Q17. I try to make sure that my decisions are consistent with my personal standards of behavior Strongly Agree Agree Neutral Disagree Strongly Disagree
Q18. I considered myself a self-motivated person, and also by my superior. Strongly Agree Agree Neutral Disagree Strongly Disagree
Q19. I like to do things which give me a sense of personal achievement Strongly Agree Agree Neutral Disagree Strongly Disagree
Q20. I know, the need of my skills and values to contribute the success of organization. Strongly Agree Agree Neutral Disagree Strongly Disagree Q21. I would not work hard for a company if I didnt agree with its mission Strongly Agree Agree Neutral Disagree Strongly Disagree
Q22. I have to believe in a cause before I will work hard at achieving its ends Strongly Agree Agree Neutral Disagree Strongly Disagree
Q23. Are your hard work is appreciated by your immediate superior? Strongly Agree Agree Neutral Disagree Strongly Disagree
Q24. When you are choosing companies to work, I look for one that supports my beliefs and values? Strongly Agree Agree Neutral Disagree Strongly Disagree Q25. Is my effort need in the agreement of an organizations mission? Strongly Agree Agree Neutral Disagree Strongly Disagree

A Study On Enhancing The Motivation Between Managers and Workers at Indo Shell Cast PVT LTD Malumichampatti

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A Study On Enhancing The Motivation Between Managers and Workers at Indo Shell Cast PVT LTD Malumichampatti

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A STUDY ON ENHANCING THE MOTIVATION BETWEEN MANAGERS AND WORKERS AT INDO SHELL CAST PVT LTD MALUMICHAMPATTI

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

HINDUSTHAN COLLEGE OF ENGINEERING AND TECHNOLOGY COIMBATORE-641 032 JUNE 2012

HINDUSTHAN COLLEGE OF ENGINEERING AND TECHNOLOGY COIMBATORE-641 032

I certify that the declaration made above by the candidate is true.

The climate plays an important part in determining workers

important role in shaping the motivation.

Immaturity Passivity Dependence

Maturity Activity Independence

Sand casting Green or resin bonded sand mold.

Our International Customers:

4.ANALYSIS AND INTERPRETATION

TABLE 1 DURABILITY OF THE JOB SNO NUMBER OF YEARS NUMBER OF PERCENTAGE

TABLE 2 SELF-APPROVAL OF WORK SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

100 50 0 Strongly Agree 19

66 12 Agree Neutral 10 Disagree 3 Strongly disagree

TABLE 3 ACCEPTANCE OF SUPERIORS TALK. SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

46 31 8 Strongly Agree Agree Neutral 15 10

Disagree Strongly disagree

TABLE 5 ENHANCEMENT DETERMINES EFFORT SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

TABLE 6 TEAM SPIRIT CAPABILITY SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

TABLE 7 PROFIT CALCULATION ON BOUNTY. SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

TABLE 8 WAY OF REINFORCEMENT SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

Neutral Disagree Strongly disagree

TABLE 10 HIERARCHY OF MANAGEMENT SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

TABLE 11 SYMBOL OF CARELESS ATTITUDE. SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

TABLE 12 EVIDENCE OF SINCERE WORK. SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

TABLE 13 POSITION OF THE JOB SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

TABLE 14 EFFECTS RELY ON AUTHORITIES VISITS. SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

TABLE 15 SELF APPROVAL ATTEMPTS GOAL. SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

TABLE 16 OPPORTUNITY PROCEED GOOD WILL. SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

Disagree Strongly disagree

TABLE 17 RELEVANCE IN ATTITUDE AND JOB SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

Disagree Strongly disagree

TABLE 18 UPGRADE OF MINE AND SUPERIOR. SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

Neutral Disagree Strongly disagree

TABLE 19 CLICH OF TARGET IN OWN. SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

TABLE 20 SUPPORT OF MYSELF TO VICTORY. SNO CATEGORY NUMBER OF PERCENTAGE

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

Disagree Strongly disagree

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

Neutral Disagree Strongly disagree

RESPONDENTS 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly disagree Total

INTERVIEW DRAFT NAME :_ COMPANY: ________