Motivational Tools in Pranjape Autocast

Shivaji University,Kolhapur
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A Project Report On
“ANALYSES
SATISFACTION LEVEL OF EMPLOYEE’S
&WORKER THROUGH MOTIVATIONAL TOOLS ”
With Spcial Refferance to,
PRANJAPE AUTOCAST PVT. LTD.SATARA
Submitted to
SHIVAJI UNIVERSITY, KOLHAPUR
In the Partial Fulfillment of the Rrquirement For The Award Of The
Degree Of
“BACHELOR OF BUSINESS ADMINISTRATION”
Submitted By
Mr. SAGAR HANUMANT PACHANGANE
Under The Guidance Of
Prof. RAJENDRA.DINKAR.PAWAR
Through
THE PRINCIPAL
S.M.S MOHITE PATIL MAHAVIDYLAYA, RAHIMATPUR
2009-2010
SMSMP,Rahimatpur Page No-1
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CHAPTER :- I
Plan of work

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1.1 Introduction :-
Employee motivation is a very important factor for any business. A motivated
employee performs at a much higher level than an unmotivated employee of the same
talent and skill level. This is why managers and supervisors spend so much time and
put so much emphasis on recognizing and praising employee contributions, no matter
how large or small.
Finding a proper balance can be difficult. While employee incentives (ie gifts or cash
bonuses) can be a power motivational tool, they can also become quite expensive. And
lose their effect if overused. Managers need to be careful with the frequency of these
types of incentive programs. so the researcher may select the topic Employee
motivation in human resource department of Paranjpe autocast limited , Satara. This
Project focus on the employee motivation of the Paranjpe autocast limited, Satara
Management having a labure turnover problem. The manpower having low loyalty
against company. Researcher done the Study of the “Employee motivation”
The project was successfully completed under the guidance of
Mr.S.R.Khatavkar, Manager ( human resource) at,Paranjpe autocast in analyses
satisfaction level of employees & workers through motivational tools
1.2 Objectives of study :-

1. To study of the employee motivation for the human resource department of an
organization.
2.To increase the loyalty of employee against organization
3.To decrease the employee turn over.
4.To increase relationship between Employee’s & Organization
1.3 Scope of the Study :-

Conceptual Scope:-
Researcher had included the Concept of the employee motivation , Objective
employee motivation, Functions of employee motivation, Scope of employee
motivation and Importance of the employee Motivation .

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Analytical Scope:-
Researcher had used the motivation plan’s used in organization, Tables and
some pictures of the Company and company’s products.
Geographical Scope:-
The Researcher has done Project Report on the employee motivation in
Paranjpe autocast limited, Satara. A firm had started in 1973 with small foundry unit
first in old MIDC area of Satara, It is reputed manufacturer shell molded in intricate
casting in Cast Iron Foundry and Aluminum with LPDC/GDC process i.e. Low
Pressure Die Casting/Gravity Die Casting process.
1.4 Importance of the study :-

The actual study of motivational tools for the decrease labour turnover &
increase performance.
1.5 Limitations of the study :-

1. Not getting information in detail, there are some limitations in sharing all
information in detail.
2. Since employees were busy in their routine work it was very hard for them to take
their timeout and share the information.
3. Every organization having some Business Secretes, so there is some restriction on
collecting all the information in detail.
1.6 Research Methodology :-

The Researcher has used the Research Methodology in which directly
Questions were asked to the Employees and the workers. They were made aware
about the project objectives and the purpose of the project, the information was
collected. Researcher has also noted their Suggestions to the regarding the human
resource.

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During the Project period at Paranjpe Autocast ltd , a lot of first hand
experience was collected by involving in employee motivation activities. It was a great
learning experience and it provided a valid knowledge base during the entire project
period.
The Project is successfully completed, with the help of supportive Employees
of the Organization.
Data Requirement :-
To complete the Project Report research, researcher required the data about
Company Profile of the Organization, Manpower Data of the organization, Product
Range of the Organization, Customers of the Organization, organization chart,
,Benefits given to Employees , Operation in Shifts of the Organization. Financial
Scenario of organization, Human Resource Scenario. Motivational plans of
organization.
Data Sources :-
Data used by researcher are two types they are as follows:
A] Primary Data Sources.
B] Secondary Data Sources.
A] Primary Data Sources:

The data which is collected by the researcher at the first time for the study with
the help of questionnaire, different methods of data collection.
The data collected by visiting directly to the human resource manager of Paranjape
Autocast,Satara. Also by meeting with organization people time to time with the help
of structured and unstructured questionnaire
B] Secondary Data Sources:
This data is collected through various books, magazines, generals, annual reports,
internet, etc.
The data which published already and we are taking the reference of this secondary
data.

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CHAPTER: - II
PROFILE OF THE ORGANISATION

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2.1 Introduction of Organization:-

The research is carried out in Paranjpe Autocast
Pvt. Ltd. cast iron foundry (J-16) additional MIDC Satara. The company is having
four subsidiaries as follows.
Table No: 2.1

Address of company subsidiaries and Resister office.
Sr.No. Plants Address
1. Gray Cast Iron Foundry Paranjpe Autocast Pvt. Ltd. Plot no.H-19, old
MIDC Satara.
2. Aluminum Foundry Paranjpe Autocast Pvt. Ltd. Plot no.J-15,
additional MIDC Satara.
3. Cast Iron Foundry Paranjpe Autocast Pvt. Ltd. Plot no.J-16,
additional MIDC Satara.
4. Gray Cast Iron Foundry Paranjpe mtalshapers
and Machine Shop Pvt.Ltd.Shirwal,Tal.Khandala,Dist.Satara.412801
Resister Office T-141,Bhsari,Indusrtal area,Pune.411026
Paranjpe mtalshapers
Pvt.Ltd.
Source-Company Record.
The cast iron foundry is equipped to produce 4000 tons/annum of good casting,
ranging in weights from 0.2kg to 30kg. The aluminum foundry is equipped to produce
2400 tons/annum.
The company is implementing lean manufacturing across the group. It helps
to continuously improve quality and reduce cost.

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2.2 History of Company:-

In 1973 Mr. Prasanna Narayan Paranjpe had started a small
foundry unit first in old MIDC area of Satara, who is presently working as managing
director of company. Since its inception, a span of over three decades both eventful
and active. In the life of growing specialized foundry, the small and single foundry has
developed and professionally managed manufacturing unit. It is reputed manufacturer
shell molded in intricate casting in Cast Iron Foundry and Aluminum with
LPDC/GDC process i.e. Low Pressure Die Casting/Gravity Die Casting process. After
establishing the name in Gray Iron Foundry as reputed manufacturer of shell molded
casting company ventured in Aluminum foundry in early 1996 in a small way. In very
short span of time, due to dedicated efforts put in by employees company established
as a reliable manufacturer of intricate Aluminum casting in a LPDC and GDC process.
2.3 Management Of organization:-

organization can grow only through the
competencies of their human capital so the organization has always recognized the
importance of human and valued it highly human has been one key pillars of
company’s success. The company has been able to attract, grow and retain efficient
workforce in the industry. If human resource is not treated as assets, there is failure to
make human investment; it could result in physical and mental deficiency and the
direct result of which would be lethargy indifference and low standard of productivity
so lot of emphasis and efforts are made to create working environment that will
enhance work satisfaction and to meet the company‘s growth plan, the company has
been able to scale up its human capital with manpower.

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Manpower Scenario
Following table shows manpower scenario of the company.
Sr.No Levels of Tota

Manage No of Employees as per Debt l
mnt
Admini- Produ Qualit Mainte Process Fettlin Pattrn
stration -ction y -nance Develop g Mainten
-ment -ance
1. Top - - - - - - - -
Level
Mgt.
2. Middle 3 3 1 1 - 1 1 10
Level
Mgt.
3. First 12 5 2 3 - 2 - 24
Line
Mgt.
4. Workers - 40 25 6 2 15 3 91
Total. 15 48 28 10 2 18 4 125
Source-Company Records

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Organization Structure
Managing Director
Deputy General Manger
Quality Deputy UH DPM Welfare Store

Assurance General Human Department
Resource
S.H.Q.A S.H.D.D.M S.H. Store
Supervisor Supervisor Supervisor
Worker Worker Worker
S.H. S.H. S.H. S.H. S.H.
Maudling Melting Fitting Pattern Maintenance
Supervisor Supervisor Supervisor Supervisor Supervisor
Worker Worker Worker Worker Worker

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2.4 Strategic Intent of Organization:-
VISION:-
Customer satisfaction with good quality in time.
MISSION:-
[We are] The process of Cast Iron Foundry Company committed to
delivering solutions to demanding applications through innovation, exceptional level
of service and dependability, challenging and rewarding environment for our
employees.
OBJECTIVE:-
To increase employees work efficiency through motivational tools.
2.5 Product Profile:-

Following are the company products.
Aluminum LPDC (Low Pressure Die Casting) Product: -

1] Bajaj Discover Cylinder Head.
2] Honda Eterno Cylinder Head.
3] Bajaj C-100 Cylinder Head.
4] Bajaj Pulsar Cylinder Head.
5] Fly Wheel.
6] Connecting Rod.
7] Bajal Platina Cylinder Head.
8] K-70 Cylinder Head.
2.6 Financial Scenario:-

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Table No.2.3
Financial Scenario
Following table shows Financial Scenario.
Sr. No. Particulars 2006-2007 2007-2008 2008-2009
1. Working Capital 42622416 53496350 66382001
2. Current Asset 67654070 95359114 122481509
3. Current Liabilities 25031644 41822764 56099508
4. Fixed Asset 115744134 138175711 182196160
5. Debit 39731082 67899268 68740813
6. Profit After Tax 19258634 27390594 37958818
7. Sales 227400163 340591472 449274413
Table No.2.4
Financial Ratios
On the basis of above figures following ratios are collected.
Sr. No. Ratios 2006-2007 2007-2008 2008-2009
1. Current Ratio 2.70:1 2.27:1 2.18:1
2. Net Profit Ratio 8.47% 8.04% 8.45%
3. Debt/Debtors Turnover 5.72 5.02 6.53

Ratio(in times)
4. Working Capital 5.33 6.37 6.77
Turnover Ratio(in
times)
5. Fixed Asset Turnover 3.01 3.67 3.53
Ratio(in times)
6. Debt to equity Ratio 5.7:1 6.5:1 5.2:1
From the above table current ratio and net profit ratio shows that, short term liquidity
and profitability of the company goes on decreasing year to year from 2006-

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2007.Credit policy of company is good in 2004-2005 as the debit turnover ratio is

increasing from last two year.
From the fixed asset turnover ratio it can be seen that fixed asset are
efficiently used in the company but its efficiency is decreased in 2008-2009 as
compared to last two years. While working capital is efficiently used in the business in
2008-2009 than last two years.
According to debt equity ratio it can be analyzed that debt and equity of the
firm are not in standard proportion as firm use very less own capital and much more
relay on the debt especially on secured loans.
Total turnover of the organization is nearly 44, 92, 74000Rs.2004-2005.
2.8 Operation/Systems Scenario:-
Manufacturing Steps:-
Main Process
1] Melting.
2] LPDC Production.
3] Decoring.
4] Gate Cutting.
5] Fettling.
6] Heat Treatment.
7] Leakage Testing.
8] Shot Blasting.
9] Painting.
10] Machining.
11] Packing.
Other Process
1] Core Making.
2] Die Maintenance.
3] Die Coating.
4] RT Painting.

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2.9 Competitors of Company:-

A] Akashganga Pvt.Ltd.
B] Mutha Foundry Pvt.Ltd.Satara.
C]. Jay Hind Pvt.Ltd.Satara.
D] MENAN PITSAN Pvt.Ltd.Kolhapur.
E] Samarth Foundry Pvt.Ltd Kolhapur.
F] ENKEI Pvt.Ltd.Pune

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CHAPTER III
CONCEPTUAL BACKGROUND
3.1 Introduction of motivation

A good working definition of motivation is this: motivation represents a measurable
increase in both job satisfaction and productivity. The motivated worker does his job

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better and likes it more than those folks who are not so motivated. What generates real
motivation is the first set of factors mentioned: opportunities for achievement and
accomplishment, recognition, learning and growth, having some say in how the job is
done, and worthwhile work. Those are the items that generate strong feelings of
loyalty, satisfaction, enthusiasm, and all those other important attributes we want to
see in those whose paychecks we sign.
But you can’t get away with working exclusively on the satisfiers scale. You have to
make sure that you clean up the job to reduce or eliminate those things that cause
people to be unhappy and quit.
Wait a minute, some of you are saying — where does money fit into this scheme? Pay
is the ringer in the equation; the one factor that shows up as both a source of
satisfaction and a source of dissatisfaction. People are dissatisfied with their pay when
they feel it isn’t commensurate with their efforts, or is distributed inequitably, or
doesn’t reflect the responsibilities of the job, or is out of touch with market realities. If
you don’t pay competitive wages, people will be unhappy and they will quit. But no
matter how much you raise salaries, you won’t generate motivation and job
satisfaction, because job satisfaction is a function of the content of the job.
Look at it this way: Hire me to wash dirty dishes and pay me chickenfeed and I’ll be
unhappy and demotivated. But raise my wages to a princely sum and guess what —
I’ll still hate washing dirty dishes. But I won’t complain any more about my crummy
compensation; I probably won’t quit; and I may even improve my attendance record
(if you pay me my munificent wages on an hourly basis). What you have bought with
the generous pay increase you provided me was not real job satisfaction. All you have
bought is the absence of dissatisfaction. They are not the same thing. If you really
want me to be a happy camper, you’d better change the nature of my work.
And changing the nature of the work is the true key to motivation. The message is
clear: do everything you can to get rid of the things that generate employee
unhappiness, recognizing that no matter how big an investment you make you’ll get
precious little in return. All your money will buy is the absence of dissatisfaction.
Listen up — you have no choice! You must pay people competitive wages, you must
provide a healthy, safe and attractive work environment.

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3.2 Process of Motivation
Objectives of motivation
1) The purpose of motivation is to create condition in which people are willing to
work with zeal, initiative. Interest, and enthusiasm, with a high personal and
group moral satisfaction with a sense of responsibility.
2) To increase loyalty against company.
3) For improve discipline and with pride and confidence in cohesive manner so
that the goal of an organization are achieved effectively.
4) Motivation techniques utilised to stimulate employee growth.
5) For the motivation you can buy man’s time. Physical presence at a given place.
6) You can even buy a measured number of skilled muscular motions per hour or
day.
7) Performance results from the interaction of physical, financial and human

resource.
8) For the achieve a desire rate of production.

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3.3 Motivational Techniques

Various theories of motivation discussed above have implications on management
practices .in applying motivational theories at work place.applying motivational
theories at work place,both intrinsic and extrinsic aspects of the job must be
considered.Intrinsic factors are directly related to the contents of job whereas extrinsic
factors are related to the environment in which the job is performed.some of the
motivational techniques that can be used by managers are:-
A]motivational job design
B]quality of work life
C]Financial and non- Financial incentives
A] motivational job design:-every employee spends a significant amount of his time at
the work place executing the tasks,activies and duties involved in jobs.Traditional job
designing produced job alienation resulting into
monotony,boredom,meaninglessness,powerlessness,absenteeism and
I)Individual Financial Incentives:-
1. Performance based pay:-
Performance based pay is provided by same organizations to

managerial personnel whose contribution cannot be measured quantitatively on
day to day basis. Annual pay increase of such employees is determined on the
basis of performance.
2. Productivity:-
Linked incentives, managements of several organizations provide

productivity linked incentives to workers in the production department whose
out put can be measured quantitatively.

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II) Collective Financial Incentives:-

1. Profit Sharing:-
Profit sharing is an arrangement by which employees receive a share

of the profits of the organization.
2. Co partnerships:-
Under the co partnership employees become shareholders of a

company and may exercise control over it as other shareholders do.
3. Stock option:-
Under this scheme, employees are offered shares of a company in

such a way that they enjoy long-term benefits due to appreciation in share
prices with the progress of the company.
4. Retirement Benefits:-
Managements of several organizations offer retirement benefits of

different types of their employees.
a) Provident fund scheme:-
Under the scheme employer as well as employees contribute

certain percentage of salary of employees to a common fund which is
refunded to the employees on their retirement from the job along with a
reasonable interest from Provident Fund Authorities with whom the
fund is saved.
b) Pension scheme:-
Under this scheme employee is given a certain percentage of his

wages or salaries after the retirement of employee from the job.

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c) Gratuity:-
Under scheme on ex-gratia payment acknowledging the long

tenure of service is made by the employer to his employees.
 Non-Financial Incentives:-
Though a man hankers after money and it is an important motivator, it is

not the only motivator and it is not always motivator. After satisfying primary
and secondary needs of a man and after raising his standard of living, it ceases
to work as a motivator. Its is observed that in spite of satisfying wage rate,
bonus schemes and retirement benefits may employees do not take interest in
their work.
I) Individual Non-Financial Incentives:-

1. Status:-
Status, in the organizational context means the ranking of positon,

rights and duties in the formal organizational structure. Status is a strong
motivator as it is extremely important for most of the people. Companies
relate the status of employees the their abilities and aspirations.
2. Promotion:-
If promotion to higher positions are given to employees on the basis

of merit, skill, sincerity and abilities employees strive hard to give what is best

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of them. Thus promotions to de serving candidates motivates employees to

higher their performance.
3. Responsibility:-
People can also be motivated by entrusting them with higher

responsibility. The employees feel that the management has imposed its
confidence in them and they must prove to be worthy of such confidence by
shouldering higher responsibility. This assignment of higher responsibility
also works as an incentive to individuals.
4. Making job pleasant and interesting:-
Managements design the job to make them more enjoyable and pleasant
through the satisfaction if their instincts. It creates interest in work and
motivates the employees to perform better. Job enlargement and job
enrichment techniques make the job more pleasant and interesting.
5. Recognition of work:-
A worker gets satisfaction when his work is appreciated by his

superior. Praise, acknowledgement and recognition for the work done is a
strong motivation for the employees. Praise can do what money cannot do
Recognition means acknowledgement with a show of appreciation. When such
recognition is given to the work performed, the employees feel motivated to
perform work at similar or even higher level.
6. Job-security:-

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Employees with a sense of security of job show keen interest,

enterprising initiative and produce better results as they know that their welfare
is closely related to the welfare of the organization. They stop worrying and
concentrate on work.
Collective Nonfinancial Incentives:-

1. Social Importance of Work :-
Some organizations like banks, insurance companies, railways etc.

may motivate the emoployees by convincing them about the social worth of
their service.
2. Team spirit:-
Team work is a coordinated action by a comparative small group is

regular spirit where in members contribute responsibility and enthusiastically
towards the team task.
3. Informal groups:-
When employees work together they develop a sort of affiliation

among themselves. They create some informal groups at work place.
3.4Type of motivation
1Monetary motivation
Overview: The value and importance of creativity has been well established in the
business world. The effective fostering of creativity, however, remains a somewhat
elusive goal for most organizations. Using the context of product design, we examine
three factors that are likely to have an important influence on the creativity of new
product ideas: intrinsic motivation, monetary rewards, and the accessibility of creative
thinking skills. We present and test a conceptual framework explaining the differential

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and interactive influences of these factors on the two essential components of

creativity - the originality and the usefulness - of the end design. Further, we identify
effort and enjoyment as two variables mediating the effects of intrinsic motivation and
monetary rewards on originality and usefulness. The findings are integrated into a
discussion that clarifies the role of these factors in producing creative outcomes and
highlights their potential in the new product design process.
Monetary Bonuses and Incentives Versus Gifts & Awards :
Research on what employee’s value for rewards and recognition indicated a monetary
reward only ranked 12th in a list of items important to employees. It is true, we all
need money for the expenses of day to day living but studies indicate that when
employees receive a monetary bonus it is typically used to pay bills, expenses or
purchase something that the employee needs, not some thing they truly enjoy.
Consequently money becomes a very in-personal gift.
Conversely, if you want to give a very sincere gift that not only says thanks but will
help create the loyalty, dedication and motivation you would like your employees to
have, consider a gift or award that will touch them personally. Something they will
truly enjoy and use or some thing that brings them pleasure in their leisure or family
time.
Please see What Employees Want on our main menu under Recognition for more
information on this subject.
2 Effective Non-Monetary Motivation Ideas

The economic downturn has put a great deal of pressure on employers to find creative
ways to motivate employees. Gone are the days of quarterly bonuses, performance-
based pay raises, and other financial incentives that once kept noses to the grindstone.
Motivating without money is a challenging task, but it can be done with the right
combination of leadership and management skills.
While money is one of the proven ways to motivate employees, there are also other
ways to encourage your team to put their best foot forward. Here are three non-

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monetary motivation techniques that are geared toward personal recognition and
satisfaction.
Paid Time Off
Your business expects to expend a certain number of dollars for payroll. One method
of non-monetary motivation is to create an incentive program that allows employees to
earn paid time off. For example, you could offer a paid day off to the sales associate
who generates the most revenue in the month of July. A paid day off is a miniscule
cost to your business, and it is one of the excellent ways to motivate a sluggish sales
staff.
Space and Status Motivation
You can use the space in your workplace and the status of your employees as a form
of non-monetary motivation. For example, in recognition of excellent customer
service, you might consider designated a special parking spot (one that is close to the
front door) to be awarded each month to an outstanding employee. If you have a
recently vacated corner office, you can host a contest to see who can generate the most
sales, who can go above and beyond the call of duty to solve a problem, or who
exhibits perfect attendance. These are simple events to coordinate, and employees will
enjoy the spirit of healthy competition. Having access to special spaces on the
company property enhances their feeling of accomplishment. These types of rewards
are fast and easy ways to start motivating without money.
Share the Company Perks
Does your company receive incentive rewards from customers and organizations in
the community, such as tickets to concerts, free t-shirts, movie tickets or gift cards to
local restaurants? Perks like these are among the greatest forms of non-monetary
motivation. Your company receives these items at no cost, and you can turn them into
rewards for employees by passing them onto your workforce. Perhaps you want to
recognize a manager for excellence or a sales person for customer service. Sharing the
company perks is a way you can start motivating without money, and your employees
will truly appreciate the gesture.
The economic downturn has most likely had a negative impact on morale in your
workforce. Motivating without money will become a necessity to keep your team

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engaged and active. It’s important to develop a creative approach and find ways to
motivate without dipping into company funds. A little bit goes a long way when it
comes to motivation and non-monetary motivation is vital to the core of your small
business.
3.5 REQUISITES TO MOTIVATE
1.We have to be Motivated to Motivate
2.Motivation requires a goal
3.Motivation once established, does not last if not repeated
4.Motivation requires Recognition
5.Participation has motivating effect
6.Seeing ourselves progressing Motivates us
7.Challenge only motivates if you can win
8.Everybody has a motivational fuse i.e. everybody can be motivated
9.Group belonging motivates
3.6Theories of Motivation
1) Contribution of Robert Owen :
Though Owen is considered to be paternalistic in his view, his contribution is of a
considerable significance in the theories of Motivation. During the early years of the
nineteenth century, Owen’s textile mill at New Lanark in Scotland was the scene of
some novel ways of treating people. His view was that people were similar to
machines. A machine that is looked after properly, cared for and maintained well,
performs efficiently, reliably and lastingly, similarly people are likely to be more
efficient if they are taken care of. Robert Owen practiced what he preached and
introduced such things as employee housing and company shop. His ideas on this and
other matters were considered to be too revolutionary for that time.
2) Jeremy Bentham’s “The Carrot and the Stick Approach” :

Possibly the essence of the traditional view of people at work can be best appreciated
by a brief look at the work of this English philosopher, whose ideas were also
developed in the early years of the Industrial Revolution, around 1800. Bentham’s
view was that all people are self-interested and are motivated by the desire to avoid

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pain and find pleasure. Any worker will work only if the reward is big enough, or the
punishment sufficiently unpleasant. This view - the ‘carrot and stick’ approach - was
built into the philosophies of the age and is still to be found, especially in the older,
more traditional sectors of industry.
The various leading theories of motivation and motivators seldom make reference to
the carrot and the stick. This metaphor relates, of course, to the use of rewards and
penalties in order to induce desired behavior. It comes from the old story that to make
a donkey move, one must put a carrot in front of him or dab him with a stick from
behind. Despite all the research on the theories of motivation, reward and punishment
are still considered strong motivators. For centuries, however, they were too often
thought of as the only forces that could motivate people.
At the same time, in all theories of motivation, the inducements of some kind of
‘carrot’ are recognized. Often this is money in the form of pay or bonuses. Even
though money is not the only motivating force, it has been and will continue to be an
important one. The trouble with the money ‘carrot’ approach is that too often everyone
gets a carrot, regardless of performance through such practices as salary increase and
promotion by seniority, automatic ‘merit’ increases, and executive bonuses not based
on individual manager performance. It is as simple as this : If a person put a donkey in
a pen full of carrots and then stood outside with a carrot, would the donkey be
encouraged to come out of the pen ?
The ‘stick’, in the form of fear–fear of loss of job, loss of income, reduction of bonus,
demotion, or some other penalty–has been and continues to be a strong motivator. Yet
it is admittedly not the best kind. It often gives rise to defensive or retaliatory
behavior, such as union organization, poor-quality work, executive indifference,
failure of a manager to take any risks in decision making or even dishonesty. But fear
of penalty cannot be overlooked. Whether managers are first-level supervisors or chief
executives, the power of their position to give or with hold rewards or impose
penalties of various kinds gives them an ability to control, to a very great extent, the
economic and social well-being of their subordinates.
3) Abraham Maslow’s “Need Hierarchy Theory” :

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One of the most widely mentioned theories of motivation is the hierarchy of needs
theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the
form of a hierarchy, ascending from the lowest to the highest, and he concluded that
when one set of needs is satisfied, this kind of need ceases to be a motivator.
As per his theory this needs are :
(i) Physiological needs :
These are important needs for sustaining the human life. Food, water, warmth, shelter,
sleep, medicine and education are the basic physiological needs which fall in the
primary list of need satisfaction. Maslow was of an opinion that until these needs were
satisfied to a degree to maintain life, no other motivating factors can work.
(ii) Security or Safety needs :

These are the needs to be free of physical danger and of the fear of losing a job,
property, food or shelter. It also includes protection against any emotional harm.
(iii) Social needs :

Since people are social beings, they need to belong and be accepted by others. People
try to satisfy their need for affection, acceptance and friendship.
(iv) Esteem needs :

According to Maslow, once people begin to satisfy their need to belong, they tend to
want to be held in esteem both by themselves and by others. This kind of need
produces such satisfaction as power, prestige status and self-confidence. It includes
both internal esteem factors like self-respect, autonomy and achievements and external
esteem factors such as states, recognition and attention.
(v) Need for self-actualization :
Maslow regards this as the highest need in his hierarchy. It is the drive to become what
one is capable of becoming, it includes growth, achieving one’s potential and self-
fulfillment. It is to maximize one’s potential and to accomplish something.

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As each of these needs are substantially satisfied, the next need becomes dominant.
From the standpoint of motivation, the theory would say that although no need is ever
fully gratified, a substantially satisfied need no longer motivates. So if you want to
motivate someone, you need to understand what level of the hierarchy that person is
on and focus on satisfying those needs or needs above that level.
Maslow’s need theory has received wide recognition, particularly among practicing
managers. This can be attributed to the theory’s intuitive logic and ease of
understanding. However, research does not validate these theory. Maslow provided no
empirical evidence and other several studies that sought to validate the theory found
no support for it.
4) “Theory X and Theory Y” of Douglas McGregor :

McGregor, in his book “The Human side of Enterprise” states that people inside the
organization can be managed in two ways. The first is basically negative, which falls
under the category X and the other is basically positive, which falls under the category
Y. After viewing the way in which the manager dealt with employees, McGregor
concluded that a manager’s view of the nature of human beings is based on a certain

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grouping of assumptions and that he or she tends to mold his or her behavior towards
subordinates according to these assumptions.
Under the assumptions of theory X :

1.Employees inherently do not like work and whenever possible, will attempt to avoid
it.
2.Because employees dislike work, they have to be forced, coerced or threatened with
punishment to achieve goals.
3.Employees avoid responsibilities and do not work fill formal directions are issued.
4.Most workers place a greater importance on security over all other factors and
display little ambition.
In contrast under the assumptions of theory Y :

1.Physical and mental effort at work is as natural as rest or play.
2.People do exercise self-control and self-direction and if they are committed to those
goals.
3.Average human beings are willing to take responsibility and exercise imagination,
ingenuity and creativity in solving the problems of the organization.
4.That the way the things are organized, the average human being’s brainpower is only
partly used.
On analysis of the assumptions it can be detected that theory X assumes that lower-
order needs dominate individuals and theory Y assumes that higher-order needs
dominate individuals. An organization that is run on Theory X lines tends to be
authoritarian in nature, the word “authoritarian” suggests such ideas as the “power to
enforce obedience” and the “right to command.” In contrast Theory Y organizations
can be described as “participative”, where the aims of the organization and of the
individuals in it are integrated; individuals can achieve their own goals best by
directing their efforts towards the success of the organization.
However, this theory has been criticized widely for generalization of work and human
behavior

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5) Contribution of Rensis Likert :

Likert developed a refined classification, breaking down organizations into four
management systems.
1st System – Primitive authoritarian
2nd System – Benevolent authoritarian
3rd System – Consultative
4th System – Participative
As per the opinion of Likert, the 4th system is the best, not only for profit
organizations, but also for non-profit firms.
6) Frederick Herzberg’s motivation-hygiene theory :

Frederick has tried to modify Maslow’s need Hierarchy theory. His theory is also
known as two-factor theory or Hygiene theory. He stated that there are certain
satisfiers and dissatisfiers for employees at work. In- trinsic factors are related to job
satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his
theory on the question : “What do people want from their jobs ?” He asked people to
describe in detail, such situations when they felt exceptionally good or exceptionally
bad. From the responses that he received, he concluded that opposite of satisfaction is
not dissatisfaction. Removing dissatisfying characteristics from a job does not
necessarily make the job satisfying. He states that presence of certain factors in the
organization is natural and the presence of the same does not lead to motivation.
However, their nonpresence leads to demotivation. In similar manner there are certain
factors, the absence of which causes no dissatisfaction, but their presence has
motivational impact.

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Examples of Hygiene factors are :

Security, status, relationship with subordinates, personal life, salary, work conditions,
relationship with supervisor and company policy and administration.
Examples of Motivational factors are :
Growth prospectus job advancement, responsibility, challenges, recognition and
achievements.
7) Contributions of Elton Mayo :
The work of Elton Mayo is famously known as “Hawthorne Experiments.” He

conducted behavioral experiments at the Hawthorne Works of the American Western
Electric Company in Chicago. He made some illumination experiments, introduced
breaks in between the work performance and also introduced refreshments during the
pause’s. On the basis of this he drew the conclusions that motivation was a very

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complex subject. It was not only about pay, work condition and morale but also
included psychological and social factors. Although this research has been criticized
from many angles, the central conclusions drawn were :
*People are motivated by more than pay and conditions.
*The need for recognition and a sense of belonging are very important.
*Attitudes towards work are strongly influenced by the group.
8) Vroom’s Valence x Expectancy theory :
The most widely accepted explanations of motivation has been propounded by Victor
Vroom. His theory is commonly known as expectancy theory. The theory argues that
the strength of a tendency to act in a specific way depends on the strength of an
expectation that the act will be followed by a given outcome and on the attractiveness
of that outcome to the individual to make this simple, expectancy theory says that an
employee can be motivated to perform better when their is a belief that the better
performance will lead to good performance appraisal and that this shall result into
realization of personal goal in form of some reward. Therefore an employee is :
Motivation = Valence x Expectancy.
The theory focuses on three things :

*Efforts and performance relationship
*Performance and reward relationship
*Rewards and personal goal relationship
This leads us to a conclusion that :

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9) The Porter and Lawler Model :
Lyman W. Porter and

Edward E. Lawler
developed a more complete
version of motivation
depending upon
expectancy theory.
Actual performance in a job is primarily determined by the effort spent. But it is also
affected by the person’s ability to do the job and also by individual’s perception of
what the required task is. So performance is the responsible factor that leads to
intrinsic as well as extrinsic rewards. These rewards, along with the equity of
individual leads to satisfaction. Hence, satisfaction of the individual depends upon the
fairness of the reward.
10) Clayton Alderfer’s ERG Theory :
Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model
named ERG i.e. Existence – Relatedness – Growth. According to him there are 3
groups of core needs as mentioned above. The existence group is concerned mainly
with providing basic material existence. The second group is the individuals need to

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maintain interpersonal relationship with other members in the group. The final group
is the intrinsic desire to grow and develop personally. The major conclusions of this
theory are :
1.In an individual, more than one need may be operative at the same time.
2.If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies.
3.It also contains the frustration-regression dimension.
11) McClelland’s Theory of Needs :
David McClelland has developed a theory on three types of motivating needs :

1.Need for Power
2.Need for Affiliation
3.Need for Achievement
Basically people for high need for power are inclined towards influence and control.
They like to be at the center and are good orators. They are demanding in nature,
forceful in manners and ambitious in life. They can be motivated to perform if they are
given key positions or power positions.
In the second category are the people who are social in nature. They try to affiliate
themselves with individuals and groups. They are driven by love and faith. They like
to build a friendly environment around themselves. Social recognition and affiliation
with others provides them motivation.
People in the third area are driven by the challenge of success and the fear of failure.
Their need for achievement is moderate and they set for themselves moderately
difficult tasks. They are analytical in nature and take calculated risks. Such people are
motivated to perform when they see atleast some chances of success.
McClelland observed that with the advancement in hierarchy the need for power and
achievement increased rather than Affiliation. He also observed that people who were
at the top, later ceased to be motivated by this drives.

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12 ) Equity Theory :
As per the equity theory of J. Stacey Adams, people are motivated by their beliefs
about the reward structure as being fair or unfair, relative to the inputs. People have a
tendency to use subjective judgment to balance the outcomes and inputs in the
relationship for comparisons between different individuals. Accordingly :
If people feel that they are not equally rewarded they either reduce the quantity or
quality of work or migrate to some other organization. However, if people perceive
that they are rewarded higher, they may be motivated to work harder.
13) Reinforcement Theory :
B.F. Skinner, who propounded the reinforcement theory, holds that by designing the
environment properly, individuals can be motivated. Instead of considering internal
factors like impressions, feelings, attitudes and other cognitive behavior, individuals
are directed by what happens in the environment external to them. Skinner states that
work environment should be made suitable to the individuals and that punishments

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actually leads to frustration and de-motivation. Hence, the only way to motivate is to
keep on making positive changes in the external environment of the organization.
14) Goal Setting Theory of Edwin Locke :
Instead of giving vague tasks to people, specific and pronounced objectives, help in
achieving them faster. As the clearity is high, a goal orientation also avoids any
misunderstandings in the work of the employees. The goal setting theory states that
when the goals to be achieved are set at a higher standard than in that case employees
are motivated to perform better and put in maximum effort. It revolves around the
concept of “Self-efficacy” i.e. individual’s belief that he or she is capable of
performing a hard task.
15) Cognitive Evaluation Theory :

As per these theory a shift from external rewards to internal rewards results into
motivation. It believes that even after the stoppage of external stimulus, internal
stimulus survives. It relates to the pay structure in the organization. Instead of treating
external factors like pay, incentives, promotion etc and internal factors like interests,
drives, responsibility etc, separately, they should be treated as contemporary to each
other. The cognition is to be such that even when external motivators are not there the
internal motivation continues. However, practically extrinsic rewards are given much
more weightage

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CHAPTER IV
DATA ANALYSIS AND REPRESENTATION

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4.1 Introduction-
Kaizen is...
... a system of continuous improvement in quality, technology, processes, company
culture, productivity, safety and leadership.
What is Kaizen?
Kaizen was created in Japan following World War II. The word Kaizen means
"continuous improvement". It comes from the Japanese words 改 ("kai") which means
"change" or "to correct" and 善 ("zen") which means "good".
Kaizen is a system that involves every employee - from upper management to the
cleaning crew. Everyone is encouraged to come up with small improvement
suggestions on a regular basis. This is not a once a month or once a year activity. It is
continuous. Japanese companies, such as Toyota and Canon, a total of 60 to 70
suggestions per employee per year are written down, shared and implemented.
In most cases these are not ideas for major changes. Kaizen is based on making little
changes on a regular basis: always improving productivity, safety and effectiveness
while reducing waste.

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Table No. 4.2.1.1

Type of Kaizen awards
Sr. Type of Kaizen awards Announcement
No.
Implemented suggestion Utility item up to Rs 50/- per implemented suggestion
1. (kaizen) during the month
Top 3 kaizen’s of the month Certificate & utility item for top 3 kaizen up to
2. Rs.500/- & Rs. 300/- Rs.200/- Respectively
3. Top 4 to 10 kaizen of the month Utility item for the 4-10 kaizen’s up to Rs.100/-
4 1st best kaizen of the year Certificate & sponsored pleasure trip within
. Maharastra up to Rs.5000/-
2nd best kaizen of the year Certificate & utility item up to Rs.3000/-
5.
6. 3rd best kaizen of the year Certificate & utility item up to Rs.1000/-
Objectives –
To recognized team member for improvement in productivity, quality, cost,

delivery, service, safety & moral (PQCDSSM) In both production &non
production areas PQCDSSM will consider for both internal & external
customers.

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4.2.2 5’s System
Seiri : tidiness, organization. Refers to the practice of sorting through all the tools,
materials, etc., in the work area and keeping only essential items. Everything else is
stored or discarded. This leads to fewer hazards and less clutter to interfere with
productive work.
2.Seiton : orderliness. Focuses on the need for an orderly workplace. Tools,
equipment, and materials must be systematically arranged for the easiest and most
efficient access. There must be a place for everything, and everything must be in its
place.
3.Seiso : cleanliness. Indicates the need to keep the workplace clean as well as neat.
Cleaning in Japanese companies is a daily activity. At the end of each shift, the work
area is cleaned up and everything is restored to its place.
4.Seiketsu : standards. Allows for control and consistency. Basic housekeeping
standards apply everywhere in the facility. Everyone knows exactly what his or her
responsibilities are. House keeping duties are part of regular work routines.
5.Shitsuke : sustaining discipline. Refers to maintaining standards and keeping the
facility in safe and efficient order day after day, year after year.
For Best 5s team of Quarter the announcement by company is Certificate & utility
item up to Rs.25/-to each person in that zone.

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Objectives
To recognized team member for improvement in productivity, quality, cost, delivery,
service, safety & moral (PQCDSSM) In both production &non production areas
PQCDSSM will consider for both internal & external customers. this is applicable for
zonal team members.
4.2.3 Reward scheme of head manufacturing (MPJ)
Preamble
1) This scheme shall come into effect from 1-4-08.
2) The scheme is applicable for MPJ who is responsible for entire manufacturing
in the group.
Reward Calculation & Payment.

1) The responsibilities for reward calculation & implementation shall be of H.O.
Account.
2) Calculation & payment shall be done on quarterly basis, the payment should be
completed within 30days of close of quarter.
3) The eligible amount for MPj is 100% of the reward amount as per enclosure.
4.2.4 Attendance Award

Absenteeism is an issue that affects all employers, all year long. How do you motivate
employees to cut down on absenteeism? Offering perfect attendance awards may not
be the right carrot. Here's why.
1. It won't motivate the employees who feel that achieving perfect attendance is too
lofty of a goal. You'll likely find that it's the same employees getting the award; the
others won't care and won't bother.
2. It'll drive some employees to get to work no matter what — no matter that they have
the flu and wind up infecting others who then have to take sick days.

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3. It punishes non-abusers. Theoretically, an attendance award is supposed to motivate

those with poor attendance who see nothing wrong with calling out "sick" in order to
recover at the mall, a casino, or the beach. However, you'll wind up having to take the
award away from an employee who has a great attendance record, but then has the bad
luck of having his/her car break down one day.
4. The award must be just right. Too large — see #2. Too small — see #1. Giving
extra time off is counter to the goal of the award, which is having employees at work.
5. Watch the Family and Medical Leave Act (FMLA). You know you cannot count
FMLA absences against employees. But does the employee who misses out on the
award due to a one-day absence for a family emergency and sees a co-worker receive
the award despite being out for weeks at a time? You can explain the law all you want,
but the employee will likely still be demotivated when comparing attendance records.
6. Beware of how you define "perfect." It should never include legally protected time
off, such as jury duty. You also don't want to discourage employees from using
vacation time because it sends the message that your company doesn't respect
employees' need to relax and recharge.
Best attendance award policy for staff.
This award will be declared annually to appropriate staff with good attendance
&encourage other to improve attendance
1) The period consider for attendance will be the calendar year.
2) The award will be declared by the 15th jan of the next year .
3) The award will include a cash price & certificate as follows
1st price 2000/- + certificate
2nd price 1500/- + certificate
3rd price 1000/- + certificate
If more then one candidate are eligible the price will be at follows.
A) Max than 1st price.

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B) All will be eligible for first price number2 will declared more than one 2 nd
price.
C) A price will be equally distributed among all. more than one 3rd price.
D) Price will be equally distributed among all.
4.2.5 Star performer award scheme

1) This is in recognition for outstanding contribution towards achieving company
objectives eligibility is for all operators &staff member at each work entire,
excluding management team.
2) The award shall be for the financial year April-March this scheme will
function in addition to the performance appraisal scheme.
3) The award shall given to three group namely.
3.1) worker/ operator –selection shall be done by first line supervisor and
middle management team.
3.2) first line supervisor / clerks /manager selection shall be done by middle
management team &the plant in charge
3.3) middle management (sectional head) –selection shall be done by plant in
charge & management team
For the each group the number of star performers for the year may be 0 or 1few this
will be treated as an open scheme there shall be no restriction on the number of people
who the this reward the rating is related to one’s work and is not a comparison with
other team member.
4) The other member could be from personnel or account or production or
development or Q.A or maintenance or administration or other area’s.
5) The basis for selection shall be.
5.1) mainly performance appraisal report.

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5,2) other characteristic such as enthusiasm attitude
5.3)the performance shall be reviewed half yearly and reports of all such
reviews shall be considered.
6) The award shall be in the form of
6.1 certificate
6.2 With effect form 2005-06 the monetary reward is increased to Rs 7500/-
for works cooperators Rs. 15000/- line management & Rs.25000/- for middle
management section
4.2.3 Satisfaction Level of Employees and Workers

4.2.3.1 Kaizen Award
Employee’s (30) satisfaction level table
Employee’s (30) In %
High satisfied 26 87%
Low satisfied 4 13%

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From kaizen 30 employee’s 26 employee’s are high satisfied (in percentage 87% ) &
the 4 employee’s low satisfied (in percentage 13%)for the kaizen award. the ratio of
satisfied employee’s is more than low satisfied employee’s
Worker’s (30) satisfaction level table

Worker’s (30) In %
Low satisfied 3 10%

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This award issued for constantly improvement in the organization from the 30worker’s
27 are high satisfied & 3 are low satisfied means 90% & 10% respectively this award
help to worker’s to introduced new idea’s & techniques.
4.2.3.2 5s Team Award

Employee’s (30) satisfaction level
Employee’s(30) In %
Low satisfied 6 20%

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For the 5s zone team award from 30 employee’s 24employee’s are high satisfied & 6
are low satisfied employee’s in percentage 80% & 20% respectively.

Worker’s (30) In %

Low satisfied 2 7%

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For the 5s zone team award from 30 worker’s 28 worker’s are high satisfied & 2 is
low satisfied worker in percentage 93% & 7% respectively. The worker’s are more
satisfied. Compare to employee’s the workers are more satisfied.
4.2.3.3 Reward scheme of head manufacturing (MPJ)


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Low satisfied 5 17%
From 30 employee’s 25 employee’s are high satisfied (in percentage 83% ) & the 5
employee’s low satisfied (in percentage 17%)for the Reward scheme of head
manufacturing . the ratio of satisfied employee’s is more than low satisfied employee’s


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Low satisfied 3 10%
From 20 Worker’s 18 worker’s are high satisfied (in percentage 90% ) & the 2
worker’s low satisfied (in percentage 10%)for the Reward scheme of head
manufacturing. the ratio of satisfied worker’s is more than satisfied employee’s. also
worker’s are more satisfied.
4.2.3.4 Attendance award


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Low satisfied 0 0%
From the 30 employee’s 30 are full satisfied with attendance award means 100% are
high satisfied no one the low satisfied in that case. because of the employee’s having
create value in organization.
Worker’s (30) satisfaction level table for attendance award


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Low satisfied 9 30%
The worker are 70% high satisfied &30% low satisfied means from 30 worker’s the21
are high satisfied & 9 are low satisfied for attendance award.means the employee’s
full satisfied through that tool.
4.2.3.5 Star performer award scheme

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Low satisfied 7 23%
This award having all round performance in the organization in the 30 employee’s 23
are high satisfied & 7are low satisfied in short 77% &23% respectively.

Worker’s(30) In %

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Low satisfied 10 34%
Worker are low satisfied compare to employee’s in30 worker’s 20 are high satisfied
10are low satisfied in short 66% & 34% respectively.
Obzervation:-
They are having courageous activities. They give chance to employees to shows
his/her performance and on that basis they give promotion as well as allowances to
employees.

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They follow motivational tools of Deming’s to improve efficiency of employee’s &
also the increase the loyalty of employee’s. Each officer in the organisation is trying
to co-ordinate systematic work with each other and make this system is very effective
in terms of control and management which would result in overall performance of the
organisation

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Chapter:- 5
FINDINGS, SUGGESIONS & CONCLUSION
FINDINGS AND SUGGESIONS
5.1 Introduction :-

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During the research, I found following situation in Paranjpe Autocast Pvt.Ltd.Satara
which is listed below. According to those finding I offer some suggestion which is
mention below.
5.2 Findings :-
1) The company is running with well consistency procedure.
2)The company conducts all necessary motivational program like Kaizen, 5s system,
reward, award etc
3) There are specialized Motivational tools are used for human motivation.
4) The organization provides promotional activities such as training, information etc.
to their employees, for the better carrier.
5) The organization keeps time to time supervision on their employees for better
performance.
6) The researcher found that there is no communication gap between superior and
their subordinates.
7) The management of an organization continuously tried to eliminate barriers of
employees and motivates them for efficient team work.
8) The organization achieves their shorterms program time to time. Which helps in
increase employee’s efficiency.
9) For doing motivational analysis, company appoint one expert committee.
13) The organization having counseling department for employees which enhancing
knowledge & ability of employee for increase them capabilities.
5.3) CONCLUSION :-

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During the research all employees of Paranjpe Autocast Pvt.Ltd.Satara were friendly
and co-operative and the most important thing is that Paranjpe Autocast has an
informal type of environment which makes employees easier to involve and ultimately
lead to effective work culture in the organization.
They are having courageous activities. They give chance to employees to shows
his/her performance and on that basis they give promotion as well as allowances to
employees.
They follow motivational tools of Deming’s to improve efficiency of employee’s &
also the increase the loyalty of employee’s. Each officer in the organization is trying
to co-ordinate systematic work with each other and make this system is very effective
in terms of control and management which would result in overall performance of the
organiszation
And thus lastly it is concluded that the Paranjpe Autocast Pvt.Ltd follows the
systematic and scientific method for Motivation.
5.4 SUGGESIONS :-

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1) An organisation should include latest motivational tools.
2) The organisation should fix the standard for measuring motivation level.
3) An Organisation should arrange motivational seminar, work-shop from experts
which is help in the reduce stress, family problems.
4) An Orgnisation should include tools for the un-skill worker.
5) An Organisation should try to increase loyalty of worker against organization.
ANNEXURE
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1) Name of company.
2) Address of company.
3) How many employee’s are working in organization?
4) What type of programs do conduct to improve manpower skill?
5) What type of awards issued by company to employees?
6) What type of reward scheme is in company?
7) Does any requirement is there for labour in an orgnisation?
8) What are the policies do you accept to motivates the employee’s?
9) Which are the polices do you developed to remain in competition?
10) Does any specific method to be used for improvement?
11) What type of motivation tools are adopted?
12) Do you satisfied with following tools?
a) Kaizen tool.
Yes. No.
If No___Why
b) 5s system tool.
Yes. No.
If No___Why
C) Reward scheme of head manufacturing (MPJ).

Yes. No.
If No___Why
d) Best attendance award policy for staff.

Yes. No.
If No___Why
e) Star performer award scheme.

Yes. No.
If No___Why

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BIBLIOGRAPHY
C.B. Memoria & S.V.Ganker, Personnel Management
Website: -www.paranjpeautocast.com
Website: - www.wikipedia.com

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Shivaji University,Kolhapur

SMSMP,Rahimatpur Page No-2

1.2 Objectives of study :-

1.3 Scope of the Study :-

SMSMP,Rahimatpur Page No-3

1.4 Importance of the study :-

1.5 Limitations of the study :-

1.6 Research Methodology :-

SMSMP,Rahimatpur Page No-4

A] Primary Data Sources:

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SMSMP,Rahimatpur Page No-6

2.1 Introduction of Organization:-

Table No: 2.1

SMSMP,Rahimatpur Page No-7

2.2 History of Company:-

2.3 Management Of organization:-

SMSMP,Rahimatpur Page No-8

Sr.No Levels of Tota

SMSMP,Rahimatpur Page No-9

Deputy General Manger

Quality Deputy UH DPM Welfare Store

S.H.Q.A S.H.D.D.M S.H. Store

Supervisor Supervisor Supervisor

Worker Worker Worker

S.H. S.H. S.H. S.H. S.H.

Maudling Melting Fitting Pattern Maintenance

Supervisor Supervisor Supervisor Supervisor Supervisor

Worker Worker Worker Worker Worker

SMSMP,Rahimatpur Page No-10

2.4 Strategic Intent of Organization:-

2.5 Product Profile:-

Aluminum LPDC (Low Pressure Die Casting) Product: -

2.6 Financial Scenario:-

SMSMP,Rahimatpur Page No-11

Sr. No. Ratios 2006-2007 2007-2008 2008-2009

1. Current Ratio 2.70:1 2.27:1 2.18:1

2. Net Profit Ratio 8.47% 8.04% 8.45%

3. Debt/Debtors Turnover 5.72 5.02 6.53

SMSMP,Rahimatpur Page No-12

2007.Credit policy of company is good in 2004-2005 as the debit turnover ratio is

SMSMP,Rahimatpur Page No-13

2.9 Competitors of Company:-

SMSMP,Rahimatpur Page No-14

3.1 Introduction of motivation

SMSMP,Rahimatpur Page No-15

SMSMP,Rahimatpur Page No-16

3.2 Process of Motivation

2) To increase loyalty against company.

4) Motivation techniques utilised to stimulate employee growth.

7) Performance results from the interaction of physical, financial and human

8) For the achieve a desire rate of production.

SMSMP,Rahimatpur Page No-17

3.3 Motivational Techniques

Performance based pay is provided by same organizations to

Linked incentives, managements of several organizations provide

SMSMP,Rahimatpur Page No-18

II) Collective Financial Incentives:-

Profit sharing is an arrangement by which employees receive a share

Under the co partnership employees become shareholders of a

Under this scheme, employees are offered shares of a company in

Managements of several organizations offer retirement benefits of

a) Provident fund scheme:-

Under the scheme employer as well as employees contribute