1.

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INTRODUCTION

Motivation

Motivation is a psychological feature that induces an organism to act towards a

desired goal and elicits, controls, and sustains certain goal-directed behaviors. It can be
considered a driving force; a psychological one that compels or reinforces an action toward
a desired goal. For example, hunger is a motivation that elicits a desire to eat. Motivation is
the purpose or psychological cause of an action.

To explain the concept of motivation there have been many theories illustrated.
To have a clear cut understanding of the motivation concept, we have the following
explanation.

Motivational theories

Motivational theories are class of theories about why people do things seeks to
reduce the number of factors down to one and explain all behaviours through that one
factor. For example, economics has been criticized for using self-interests as a mono-
motivational theory. Mono-motivational theories are often criticized for being too reductive
or too abstract.

McClelland has identified three types of basic motivating needs.

He classified these:

 Need for power (n/PWR)

 Need for affiliation (n/AFF)
 Need for achievement (n/ACH)

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Power motive:
Power is the ability to induce or influence behaviour. Power motive has been formally
recognized and studied for a relatively long time. Power is the need to manipulate others or
the drive for superiority over others. Individual high is need for power (n/PWR) enjoy
being “in charge”, strive for influence over others, prefer to be placed into competitive and
status-oriented situations and tend to be more concerned with prestige and gaining
influence over others than with effective performance. People with high power need are
forceful, outspoken, hardheaded and demanding.

Affiliation motive:
Man being a social animal, like to interact and be with others in situations where they feel
they belong and are accepted. People with high need for affiliation usually derive pleasure
from being loved and tend to avoid the pain of being rejected. They are concerned with
maintaining pleasant social relationship, enjoying a sense of intimacy and understanding
and enjoy consoling and helping others in trouble.

Achievement motive:
Need for achievement is a distinct human motive that can be distinguished from other
needs. As some people have an intense desire to achieve. It is the drive to excel, to achieve
in relation to a set of standards, to strive to succeed. High achievers seek situations where
they can attain personal responsibility for finding solutions to problems, where they can
receive rapid feedback on their performance. High achievers are not gamblers, they dislike
succeeding by chance. They prefer the challenge of working at a problem and accepting the
personal responsibility for success or failure rather than leaving the outcome to change the
action of others. They avoid what they perceive to be very easy to very difficult tasks.

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McClelland has identified 4 basic characteristics of high achievers:

1. Moderate risks: Persons possessing high achievement need take moderate risks. This
is against commonsense that a high achiever would take high risks.

2. Immediate feedback: Persons with high n/ACH desires activities which provide
immediate and precise feedback information about how he is progressively towards his
goal.

3. Accomplishment: Persons with high n/ACH finds accomplishing a task intrinsically

satisfying in and of it, or he does not expect or necessarily want the accompanying material
rewards. Though he likes to earn money a lot but not for the unusual reason of wanting
money for its own sake or for the material benefits that it can buy.

4. Preoccupation with the tasks: High achiever tends to be totally preoccupied with
the tasks until he achieves the goal. He will not feel satisfied unless he has put his
maximum effort in completing the task.

I .Development of Achievement Motive:

Achievement motive can be developed through training programs. Their course has 3
primary goals:

To teach participants how to think, talk and eat like a person with high achievement.

To stimulate participants to set higher, but carefully planned and realistic work goals over
the next two years.

To give the group esprit de corps from learning about each other’s hopes and fears,
successes and failures, and from going through emotional experiences together, away from
everyday life in a retreat setting.

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II. Motivation force – S Valence x Expectancy

Vroom’s model is built around the concepts of Valence. Instrumentality and Expectancy
and is commonly known as V.I.E theory.
Valence: Valence means the strength of an individual’s preference to a particular outcome.
It may be incentive, attitude and expected utility.
For the valence to be positive, the individual must prefer attending the outcome to not
attending it.
For the valence to be zero, the individuals are indifferent towards the outcome.
For the valence to be negative, the individual prefers not attaining the outcome to attaining
it.

Instrumentality:
It refers to the degree to which a first level outcome will lead to a desired
second level outcome Therefore; the strength of the motivation to perform a certain act will
depend on the algebraic sum of the products of the valences for the outcomes (which
include instrumentality 0 times) of expectancy.

Expectancy:
Expectancy is the probability that a particular action will lead to a particular
first level outcome. The strength of motivation to perform a certain act will depend on the
sum of the products of the values for the outcomes times the expectancies.

For example: If an individual desires promotion and feels that superior performance is a
very strong factor in achieving that goal. Then his 1st level outcome will be superior,
average or poor performance. His 2nd outcome will be promotion.

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Implication of the theory:

1. Vroom clarifies the relationship between individuals and organizational goals.

2. Instead of assuming that satisfaction of a specific need is likely to influence
organizational objectives in a certain way, we can find out how important to the employee
are these.
Various second-level outcomes (goals), the instrumentality of various 1st - level outcomes
(organizational objectives) for their attainment and the expectancies that are held with
respect to the employees ability to influence the 1st - level outcomes.
Thus Vroom’s theory proposes that a manager’ job is to design an environment for
performance, necessarily taking into accounts the differences in various situations.

III. 1. Negative motivation: It is based on force or fear, i.e., workers can be threatened
with demotion, dismissal, lay off, pay cut etc. Negative motivation results in disloyalty to
the group as well as to the organization.

2. Positive motivation: It is based on reward. It is a process of attempting to influence

others to do your will through the possibility of gain or reward.

3. Extrinsic motivation: Increase in wages, retirement benefits, rest periods, holidays,

health wages, health insurance and the like are the examples of extrinsic motivation.
Extrinsic motivation is available only after the completion of job.

4. Intrinsic motivation: Intrinsic motivation is available at the time of performance of

work. These motivations provide a satisfaction during the performance of the work itself.
Praise, recognition, power, delegation of authority and responsibility, competition and
participation in the decision-making process are some of the examples of intrinsic
motivation.

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5. Financial motivation: Financial motivation is directly or indirectly associated with
money, wages, salaries, bonus, profit-sharing, paid vacation, retirement benefits, free-
medical service are some of the financial motivation.

6. Non-financial motivation: These are not associated with monetary rewards. Praise,
job rotation, delegation of authority and responsibility, participation, recognition and power
are some of the examples of non-financial motivation.

IV. Content theories are concerned with identifying the needs/drives that people have and
how these needs/drives are prioritized. They are concerned with the types of incentives or
goals that people strive to attain in order to be satisfied and perform well. They are referred
to as “Static” because they incorporate only one or few points in time and either past or
present time oriented.
Maslow said that behavior of an individual at a particular moment is usually
determined by his strongest need. He has identified five levels in his need hierarchy. There
seems to be a hierarchy into which human needs are arranged. If the basic needs are not
met, efforts to satisfy the higher needs should be postponed.

Self
Actualization
needs

Esteem needs

Social needs

Safety needs

Physiological needs

Figure
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1. Physiological needs: Physiological needs have the highest strength until they are
reasonably satisfied. Until these needs are satisfied to the degree for the efficient operation
of the body, the majority of a person’s activities will probably be at this level, and the other
levels will provide him with little motivation.

2. Safety needs: When the physiological needs are reasonably satisfied, other levels of
needs becomes important. Safety need corresponds to being free of physical danger or self
preservation. These needs may take considerable importance in the context of the
dependent relationship of employees to employees.
Employees attitude towards security is an important consideration in choosing a job,
security aspects may include pension plan, insurance plan etc.

3. Social needs: When these above two needs are satisfied, social needs become
important in this hierarchy. Since man in is a social being, he has a need to belong and to be
accepted by various groups. People will strive for meaningful relations with others. If this
opportunity is reduced, men often take vigorous action against the obstacle, to social inter
course. Workers form informal groups for support of unfulfilled social needs such as
affiliation.

4. Esteem needs: These needs are concerned with self-respect, self-confidence, feeling
of personal worth, feeling of being unique and recognition. Satisfaction of these needs
produce feelings of self-confidence, prestige, power & control.

5. Self-actualization needs: This is the need to maximize one’s potential, whatever, it

may be. It is related with the development of intrinsic capabilities which lead people to seek
situations that can utilize their potential. This includes competence which implies control
over environment factors, both physical and social, and achievement. A man with high
intensity of achievement needs will be restless unless he can find fulfillment in doing so.

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Critical Analysis of Maslow’s theory:

1. A man’s needs order may not follow Maslow’s need hierarchy.

2. Some people may be deprived of their lower order needs buy may try for self-actualizing
needs. E.g.: Mahatma Gandhi.
3. For some people self-esteem needs are more important than social needs.
4. For some people, many of the needs may not form part of their own needs hierarchy.
5. There is often a lack of direct cause-effect relationship need and behavior.
6. This theory may find problem in applying the theory into practice.

MOTIVATION:

Motivation has been shown to have roots in physiological, behavioral,

cognitive, and social areas. Motivation may be rooted in a basic impulse to optimize well-
being, minimize physical pain and maximize pleasure.
While a motive is energizer of action, motivating is the channelization and
activation of motives, motivation is the work behavior itself. Motivation depends on
motives and motivating, therefore, it becomes a complex process.

DUBIN has defined motivation as follows:

“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.”

According to McFarland

“Motivation refers to the way in which urges, drives, desires, aspirations,

strivings, or needs direct, control or explain the behaviour of human beings.”

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CONCEPT OF MOTIVATION

Today, virtually all people__ lay people and scholars__ have their own concept
of motivation and they include various terms like motives ,needs, wants, drives, desires,
wishes, incentives, etc. in defining motivation. Technically, the term motivation can be
traced to the Latin word mover, which means “to move.”
In order to understand the concept of motivation, we have to examine three
terms: motivating, motive and motivation and their relationship.

MOTIVATING:

Motivating is a term which implies that one person, in the organizational

context a manager , induces another, say employee, to engage in action (work behavior) by
ensuring that a channel to satisfy the motive becomes available and accessible to the
individual.
In addition to channelizing the strong motives in a direction that is satisfying
to both the organization and the employees, the manager can also activate the latent
motives in individuals and harness them in a manner that would be functional for the
organization.

MOTIVE:
Based on the Latin word movers, motive (need) has been defined as follows:
“A motive is an inner state that energies, activates, or moves (hence motivation),
and that directs behaviour towards goals.”

Motive has also been described as follows:

“A motive is restlessness, a lack, a yen, a force. Once in the grip of a motive, the
organism does something to reduce the restlessness, to remedy the lack, to alleviate the yen,
to mitigate the force.”

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MOTIVATION:
While a motive is energizer of action, motivating is the channelization and
activation of motives, motivation is the work behaviour itself. Motivation depends on
motives and motivating, therefore, it becomes a complex process.
After defining motive, motivating, and motivation, we can now see the
relationship among these. Such a relationship is presented as:

MOTIVE: Needs in individuals

MOTIVATING: Activating needs and providing need satisfaction environment.
MOTIVATION: Engagement in work behaviour.

JOB SATISFACTION

Human Resource is considered to be the most valuable assert in any

organization. It is the sum-total of inherent abilities, acquired knowledge and skills
represented by the talent and aptitudes of the employed persons who comprise executive,
supervisors and the rank and file employees. It may be noted here that Human Resource
should be utilized to the maximum possible extent, in order to achieve individual and
organizational goals. It is thus the employee’s performance which ultimately decides the
attainment of goals. However, the employee performance is to a large extent, influenced by
motivation and job Satisfaction.
Job Satisfaction refers to a person; feeling of the satisfaction on the job which
acts as a motivation to work. It is not the self satisfaction, happiness or self-contentment but
the satisfaction on the job.
The term ‘job ‘relates to the total relationship between an individual and the
employers for which he is paid. Satisfaction does mean the simple feeling-state
accompanying the attainment of any goal; the end state is feeling accompanying the
attainment by an impulse of its objective. Job dissatisfaction does mean absence of
motivation at work.

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 Job Satisfaction is defined as “the pleasures emotional state resulting from the
appraisal of one’s job as achieving or facilitating the achievement of one’s job values”, in
contrast, job dissatisfaction is defined as the unpleasures emotional state resulting from the
appraisal of one’s job as frustrating or blocking the attainment of one’s job values or as
entailing disvalues.

THEORIES OF JOB SATISFACTION:

There are vital differences among experts about the concepts of Job Satisfaction. Basically,
there are four approaches/ theories of job Satisfaction. They are:

 Fulfillment theory
 Discrepancy theory
 Equity theory
 Two-factors theory

FULFILLMENT THEORY:

The proponents of this theory measure satisfaction in terms of rewards a person

receives or the extent to which his/her needs are satisfied. Further they thought that there is
a direct / positive relationship between job Satisfaction and the actual satisfaction of the
expected needs. The main difficulty in this approach is that job Satisfaction is absorbed by
willing ,is not only a function of what a person receives as there would be considerable
difference in the actual and expectation of persons.

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DISCREPANCY THEORY:

The proponents of this theory are that satisfaction is the functions of what is person
actually receives from the job situation and what he thinks he should receive or what he
expects to receive. When the actual satisfaction derived is less than that of expected
satisfaction, it results in dissatisfaction. As discussed earlier, “job Satisfaction and
dissatisfaction are functions of perceived relationship between what one wants from one’s
Job and what one perceives, it is offering”. This approach does not make it clear whether or
not over satisfaction is a part of dissatisfaction and if so, how does it differ from
dissatisfaction. This led to the development of equity theory of job Satisfaction.

EQUITY THEORY:

The proponents of this theory are of the view that a person’s satisfaction is
determined by his perceived equity, which in turn is determined by his input-output balance
compared with his comparison of other input-output balance. This theory of the view that
both under and over-rewards lead to dissatisfaction while the under reward causes feelings
of unfair treatment, over reward leads to feelings of guilt and discomfort.

TWO-FACTOR THEORY:

This theory was developed by Hertzberg Mausner, Peterson and Cap well who
identified certain factors, as satisfied and dissatisfied. Factors such as achievment,
recognisation, and responsibility etc; are satisfied the presence of which cases satisfaction
but their absence does not result in dissatisfaction. On the other hand factors such as
supervisions, salary, working conditions etc, are dissatisfied the absence of which results in
dissatisfaction. Their presence, however, does not result in Employee Satisfaction. The
studies designed to test this theory failed to give any support to this theory, as it seems that
a person can get both satisfaction and dissatisfaction at the same time, which is not valid.

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FACTORS OF JOB SATISFACTION:

Job Satisfaction refers to a general attitude, which an employee retains on account of many
specific attitudes in the following areas.

o Employee Satisfaction
o Individual characteristics and
o Relationships outside the job.

There are different factors on which Employee Satisfaction depends. Important among
them are discussed hereunder:

Personal Factors:
They include workers sex, education, age, marital status and their personal characteristics,
family background, socioeconomic background and the like.

Factor Inherent In The Job:

The factors have recently been studied and found to be important in the selection of
employees. Instead of being guided by their coworkers and supervisors, the skilled workers
would rather like to be guided by their own inclination to choose jobs consideration of what
they have to do.

Factors Controlled By The Management:

They include the nature of supervision, job security, king of work group, wage rate,
Promotional opportunities, transfer policy, duration of work and since of responsibilities.
All these factors greatly influence the workers .Their presence in the organization motivates
the workers and provides a sense of job Satisfaction.

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 1.2
NEED FOR THE STUDY / IMPORTANCE OF THE STUDY

In today’s market, we can see that the IT industry is booming post liberalization
and globalization processes. Getting talented human resource and retaining the talented
human resource in this industry has become a critical factor and challenge for the
organizations to gain competitive advantage and to sustain in the market.

Best tools that are to used to achieve these has been adopting different
motivational techniques like giving good salaries, providing them good working conditions,
quality work and giving them different benefits.

The study Employee motivation in ZESTWINGS has been taken to identify the
motivational levels of employees and to suggest if any for increasing motivation and
helping the organization to retain talented employees.

This study has been carried out by studying the feedback collected from the
employees on various aspects such as their response on the HR policies, the pay package
system, the timely payment, incentives, promotions and also about the pantry, parking
space and so on.

Based on the response and observations made, a final study has been
performed. A conclusion could be drawn as to what are the forces which are to be further
enriched and enhanced. Similarly understand the factors which are existing at satisfactory
level.

The changes needed to bring in can be finalized. The employees perspective

about the organization and their ideas suggestions, advise can be collected. They can be
studied and decided as to which of them are to implement resulting in positive output.

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 1.3
SCOPE OF THE STUDY

This project work has been taken up to know the motivation factors of
employees to understand the goals of the company because motivated employees can
generate to reach the company’s goals and objectives. The study also focus on how the
motivational practices are other factors help the resources to do a good job, room for
growth, stress level and balance with personal life, communication, respect and fairness.

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 1.4

OBJECTIVES OF THE STUDY

 To identify the motivational factors existing in the organization.

 To study that how far the motivational methods are leading to job satisfaction of the
employees

 To retain the talented employees by increasing the motivational levels of

employees.

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 1.5

RESEARCH METHODOLOGY

The research is basically carried out to determine the working conditions,

the working atmosphere and the working environment that boosts the motivational levels of
the organization. These factors have the major concerns to keep a check on. It has been so
because; these factors have an underpinning effect on the performances of the employees.

The level of the above factors influences the employees. It creates an impact
on them psychologically and determines the resulting output. Therefore in a broader
perspective we can name it as the motivational factors. Hence motivation is the major
driving force which directs an employee towards the best level of job completion.

Survey
A survey was conducted ZESTWINGS on a random sample of 100 members. The survey
was conducted to measure the employee satisfaction level on various aspects in the work
environment.

Sources of Data
Primary source: A questionnaire was administered. The questionnaire contained closed
ended questions. However there are few questions that needed to be designed in open-end
style too. The total numbers of questions are 17. Some of them also had sub-questions in it.
Questionnaire was framed in such a way that it reflected the work
environment and about the employee perception towards it. Employee satisfaction level has
been shown through graphs (Pie chart)
Based on the pie chart, interpretations have been made and mentioned below
each graph. If the employees made any suggestions then these have been expressed below
each pie chart. The chart has been designed with different color combinations for proper
understanding and differentiating between survey response categories.

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Research Approach:

The research was performed on a sample of 100 employees. Each and every
employee was individually surveyed. A questionnaire was prepared. All the responses were
recorded. Based on these responses interpretations were made. These interpretations were
depicted by the graphs. The graphs chosen are pie graphs. Every graph has been presented
with their respective interpretation. Hence it helps in analyzing the entire working system
and the feedback.

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 LIMITATIONS OF THE STUDY

 Due to complex human behavior there is a tendency to behave or respond

artificially. Particularly when employees are observed or interviewed. The
respondents could have deviated the findings to some extent.

 The respondent may be biased to an extent.

 The sample size of 100 respondents may not be the exact representation of the
universe despite every care taken during the study.

 Time had been a major constraint during the study at the organization.

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 2.1

REVIEW OF LITERATURE

 Golembiewski (1973,p. 597) refers to motivation as the degree of readiness of an

organization to pursue some designated goal and implies the determination of the
nature and locus of the forces inducing the degree of readiness.
 To Kelly (1974, p. 279), motivation has to do with the forces that maintain and alter
the direction, quality and intensity of behavior.
 According to Hoy and Miskel (1987, p.176), employee motivation is the complex
forces, drives, needs, tension states, or other mechanisms that start and maintain
voluntary activity directed towards the achievement of personal goals.
 Peretomode (1991) citing Gibson, et al. pointed out that the two terms are related
but are not synonymous. They acknowledged that job satisfaction is one part of the
motivational process. While motivation is primarily concerned with goal-directed
behavior, job satisfaction refers to the fulfillment acquired by experiencing various
job activities and rewards.
 Peretomode (1991, p. 113) also argued that a highly motivated employee might also
be dissatisfied with every aspect of his or her job.
 Ifinedo (2003) demonstrated that a motivated worker is easy to spot by his or her
agility, dedication, enthusiasm, focus, zeal, and general performance and
contribution to organizational objectives and goals

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 INDUSTRY PROFILE

Hardware accounted for about 49 percent of the total domestic IT-BPO spends
in FY2006, its share falling below the 50 percent mark for the first time ever. While pricing
continued to slide across key categories, domestic hardware revenues grew by 20 per cent
in FY2006 and are expected to exceed USD 7.5 billion, growing at about 17 percent in the
current fiscal.

PCs, notebooks and servers continued to lead hardware spending across

vertical markets in FY2006. Networking equipment, peripherals and storage witnessed
strong demand in select sectors including Discrete Manufacturing, Telecom, Oil and
Petrochemicals, and IT-BPO.

Interestingly, desktop shipments outside the top four metros grew 3-5 times
faster than in the top four metros – an indication of the growing penetration of IT adoption
in the country.

IT hardware manufacturing in India is a classic case of the chicken and egg

syndrome. Should we wait for the market to grow to high volumes that justify creating a
manufacturing base in India, or should we just kick-start manufacturing so that prices then
come down and thereby create volumes?

The debate has raged on long enough and no consensus seems to be

emerging. Rather, things took a turn for the worse with recent years witnessing a
perceptible decline in manufacturing activity. Therefore, when a recent MAIT study,
conducted jointly with Big Five firm Ernst & Young, concluded that the Indian hardware
industry had the potential to reach a size of $62 billion by 2010, it not only raised many an
eyebrow, but derisive laughter from skeptics.

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 Sample some salient conclusions of the study which paint a rosy future for
India Hardware Inc: By 2010, the Indian hardware industry has the potential to grow to
twelve times its existing market size, with the domestic market accounting for $37 billion
and exports accounting for another $37 billion. The study has identified major export
opportunities in the areas of innovative new devices, contract manufacturing and design
services.

The study says that component exports offers an opportunity worth $5 billion,
while that of design and related services in embedded systems and wireless
telecommunication services can bring in another $7 billion by 2010. Further, ambitious
projections have been made in the area of contract manufacturing, which represents a $11
billion opportunity if India succeeds in capturing a share of only 2.2 percent of the global
pie by 2010.

Though the rosy projections look good on paper, is this growth really
possible? Skeptics deride the study as an attempt by the hardware industry to copy its
software counterpart, which has been tom-tomming Nasscom and McKinsey’s projection of
$87 billion in software revenues by 2008. MAIT officials are however quite upbeat. Says
Vinay Deshpande, president of MAIT, “There are four key steps which we need to take to
make India a manufacturing-friendly country.

Firstly, market India as a hardware destination and build a brand akin to

software. Making India manufacturing-friendly through improvements in infrastructure and
logistics should follow this. We should also emphasize on design and innovation through
the development of Indian solutions for Indian needs. All these initiatives need to be
backed up by the government with adequate funds.”

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THE BRIGHT SIDE

For a country whose economy is so heavily dependent on agriculture, a

vibrant hardware industry has the potential to generate three million jobs, especially for
Indians who come from economically underprivileged sections, who aren’t very highly
educated. So, in the words of Deshpande, the hardware industry can be some sort of a
panacea for India’s unemployment problem. Also, with the size of the contract
manufacturing industry expected to be over $500 billion by the year 2010, Indian firms
could grab a significant chunk of the pie in a manner pretty similar to India’s emergence as
a key player in the global BPO stakes. And, with a potentially huge market in embedded
systems emerging, Indian firms with the right mix of hardware and software can be big
players here. For the record, of all the high-end processors produced in the world, only 6
percent are used in PCs and the remaining 94 percent are used in entertainment electronics,
non-PC devices, and communication products and embedded electronics.

The hardware revolution is also essential for the continued high growth of the
software industry. As Vinnie Mehta, director of MAIT puts it: “India can lose out on the
software advantage it has already built up, and the future potential, if it does not
concentrate on the hardware front. For example, the estimated domestic hardware
requirement by 2008 to meet the software target of $87 billion is $160 million.”

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PROBLEMS

But before India Inc. can go into ballistic mode on the hardware front, there are
lots of serious issues that need to be addressed. Issues like lack of local availability of input
raw material, ever changing government policies, inconsistent sales tax structures in
different states, high interest rates, customs duties on capital goods, poor infrastructure,
inordinately long and variable transit times all add to uncertainty, delays and increased
costs. Something that hardware manufacturers dread. Explains Manoj Churra, country
manager-manufacturing, IBM India, “Everyone in India cribs about duty, but even China
has a similar duty structure. The main reason why companies prefer to locate their
manufacturing operations in China is because customs processing in China is much faster.”
Here, even after a manufacturer’s raw material arrives at a port it might take another month
or so before the goods reach his factory. In the fast changing world of technology, that’s
virtually suicidal for companies into hardware manufacturing. Besides, labour laws in
China are also very flexible.

In India, laments Raj Saraf, chairman and managing director of Zenith

Computers, there are a lot of restrictions for the hardware industry. “The software industry
has grown in leaps and bounds simply because there have been no restrictions. On the other
hand, even if I do manufacture in an SEZ in India, I cannot sell my products in the domestic
market. The government says everything should be exported. But it should realize that the
industry will always flock to an area where there are least restrictions.

” The government can also take a cue from the fact that if the industry is allowed to grow to
three times the size it currently is today, it can earn more tax from its revenues.

The manufacturing industry in India also suffers from a lack of proper

environmental standards. With environmental concerns mainly ignored or casually
overlooked by Indian corporate, MNCs desist from setting up manufacturing bases here
since there is no compliance with ISO 14000 standards, which deal with environmental
issues.

24
 On the design front too, there are lots of opportunities left to be explored.
Design exports are a $7 billion opportunity in areas like embedded systems and wireless
telecommunications. While Indian firms do some work on hardware design exports, many
unfortunately show this as software exports to avoid tax. Fact is, some experts say a robust
design sector could play a huge role in bringing down PC prices too a significant reason
why PC penetration remains low in India. For example, on a CPU that costs $150, the
material cost is not even $4. Adds Deshpande, “If we can get a design, like say a PII, made
either by ourselves or if we can get the government to buy out a design and start
manufacturing here, this would bring costs down substantially in PCs.”

ROLE OF ELECTRONICS & HARDWARE INDUSTRY IN INDIA

The Role of Electronics and Hardware Industry in India is to ensure the

growth of the other industries and contribute to the growth of the Indian economy. The
Electronics and Hardware Industry depends on the manufacturing of the semiconductors.
The favorable conditions in India, friendly Government policies have made India one of the
leaders in electronics and hardware.

Role of Electronics and Hardware Industry in India IMPORTANCE:

Role of Electronics and Hardware Industry in India GDP is crucial for the
development of the IT and the ITES sector in India. Electronics and hardware are the major
components of several industrial sectors such as Information Technology sector,
Telecommunication sector, Automobiles sector, Electronic appliances sector, Special
Medical equipments sector, etc.

25
India-Hub of Electronics and Hardware Manufacturing:

• India has become one of the favored destinations pertaining to the electronics and
hardware
• The growth of the Electronics and Hardware Industry in India due to the favorable
conditions for the electronics industry
• The Government policies are also helping the growth of the electronics and
hardware industry
• The Policies pertaining to investments are attracting foreign players in this industry
• The manufacturing of the semiconductor is the most important area pertaining to the
electronics and hardware industry
• The semiconductors are used in all kinds of electronic equipments such as cell
phone, personal computers, laptops, other implementations in automobile sector, medical
equipments, etc
• India Semiconductor Association (ISA) is the apex agency pertaining to the
semiconductor companies and chip design firms in India

26
 ADVANTAGES

• Multi national corporations can provide to the growing electronics market in India
at lower costs by manufacturing semiconductors in India
• India has the potential to come up as the next electronics and hardware destination
in the world
• The chip design and other complex components electronic device can be acquired
from the Indian companies at low cost
• India is growing up to be one of the biggest markets for electronic instrumentations
• The consumption value of electronic equipment in India in 2005 is estimated as
US$ 28.2 billion
• The main factor pertaining to the success of the Indian Electronics and Hardware
Industry is the growth in the market demand
• The growth in the manufacturing of semiconductor is the key driver in the
emergence of India as one of the leaders
• The advantages pertaining to the taxes and duties, the access to technical and
engineering expertise, proper manufacturing facilities, lucrative investment offers, etc

27
 STRUCTURE

• Indian industry caters primarily to the domestic market. Exports are limited to
passive components like capacitors, resistors, wound components, CD-ROMs, colour
picture tubes, etc.
• India is becoming a manufacturing base in the areas of consumer electronics and
telecom equipment
• Major international players like Nokia, Motorola, Siemens, Texas Instruments,
Matsushita, Alcatel, LG, Samsung, Sharp and Lenovo have already set up manufacturing
operations in India; many more have R&D centres.

POLICIES

• 100% FDI is allowed under the automatic route with a few exceptions
• Aerospace and defense equipment manufacturers require an industrial licence
• The government has recently announced a progressive Semi-Conductor Policy
• Special incentive package for setting up semi-conductor fabrication and other micro
and nanotechnology manufacturing industries.
• Incentives include up to 25% subsidy towards capital expenditure
• Electronic Hardware Technology Parks set up to encourage investment in the sector
in several cities e.g. Chennai, Bengaluru and Cuttack
• No custom duty on all the raw materials & inputs required in the manufacture of
electronic equipment and capital goods for IT & electronics sector
• Rationalization of Sales Tax/proposed VAT on all Electronic Products to 4%

28
 COMPANY PROFILE

Zestwings group started with an objective to discover innovation in addressing

the technological needs. Our first innovation ZestU made us close to many undiscovered
horizons in the field of information technology. Our product ZestU is a sms innovation
started in the view of serving the growing popularity of the mobile publicity. With our
unbending quality of service, vivacious marketing strategies supported by sheer technical
brass we could, in no time acquired a larger market share within Andhra Pradesh. Presently
we proudly serve sms needs of more than one thousand corporate and many more
individuals across the country.
We started adding creative brains to our technical ground and diversified our
presence into web development & maintenance, ERP solutions, custom application
rendering and API management.
At zest wings we give every opportunity for nurturing innovation. We cultivate
passion for excellence and always strive for the best possible outcome.

We cross our Hearts saying:

Live your Idea. Endeavor is ours.
Rationale - Why we are here:
We endeavor to technovate the process of conducting regular business & profession. We
aspire to add unique touches of technology and make our clients’ job much easier than ever.
Vision - Our anthem of Motivation:
Zest wings wishes...
Let our Thoughts go Blue...
Let our Aims be at Great heights...
Let our Brains keep Innovating...
Let our Creativity show Difference...
& Let our Passion be Unending...

29
Strengths and core Competencies:

At zest wings we anticipate the technological needs of organizations of

every scale and individuals as well. We are proficient in latest web technologies and our
core skills can be listed under design, web application development, API development and
integration, Dynamic websites, PHP, JavaScript, Ajax, .NET. We contemplate our
technical expertise and creativity in creating exquisite applications for our clients. We
deliver spotless products while maintaining the industry standards. We encourage feedback
from our end - product clients for further improvisations in the product; our support team is
at service to the clients always.

Verticalisation of IT services is a definitive emerging trend and users are

demanding services tailored to their needs. Mature IT customers are today looking for total
solutions that can solve their business challenges rather than at IT hardware, software, and
services as discrete elements. At zest wings we offer to develop new or customize existing
offerings to address the specific needs of each vertical / market segment. Such an
approach, based on solution-orientation, is enables zest wings team to offer
sustainable value to customers.

Future Projection:

There was a strong perception among a majority of the CIOs that

domestic customers were not a focus area for IT service providers and that the IT service
providers rarely offer Indian customers the kind of commitment and expertise that they
provide their large (and necessarily more lucrative) global customers. Zest wings strongly
believes in the potential of domestic market which forms the main target for the
technological innovations offered by us. While adding value its regular services in existing
market zest wings is looking to venture into new verticals as well. Our team is putting its
efforts to introduce propitious and economical products in the domestic market. We would
like to represent ourselves in the front lines of technology market in and from India in near
future.

30
Services

The below listed are the services we have been offering so far.

 We are in a process to ascent the zenith in these fields while advancing our presence
in various other services.

 Web Solutions End-to-end website development and maintenance solutions blended

with logo design, database integration, API integration and hosting solutions. We
provide these services on PHP, SQL, .NET platforms.

 Application Development We deliver value to our customers by building web

applications and integrating databases for a variety of corporate clients, using the
.NET and PHP platforms. We are as well proficient in developing custom
application as per the customer’s needs.

 Bulk SMS Solutions. We are one of the leading bulk SMS aggregators across the
country serving more than one thousand Corporates. We support a long chain of
SMS resellers apart from direct clients through our SMS gateway.

31
EMPLOYEE MOTIVATION

In the world of business, what a customer is to the vendor, an employee is

to the employer. For the corporate world to operate effectively and productively employees
are the major underpinning force and therefore it becomes highly imperative to meet the
satisfaction level of the employees and the extent of satisfaction the employees can derive
is largely determined by the employer and by those who directly pertain to the welfare of
the employees. In the layman terms - an employee always rules.

While extracting the best work out of an employee, it must be borne in

mind that he must enjoy his work to even deliver the best. There are various parameters that
must be taken care of, for instance, the number of holidays he can avail a year, an optimum
salary, appraisals, special employee schemes and amenities he would enjoy. Simple
facilities like a good cafeteria, access to journals, a free gymnasium, access to electronic
gadgets and the minutest details like a good parking lot, conveyance and medical
reimbursement, travel tickets and tourism packages can boost the morale of the employee
by leaps and bounds. The true instances to these are the most successful corporate leaders
today. They knew that the recipe for a good organization is just not skimming out the best
talent, but to keep the employees’ needs and demands in view and work towards meeting
them as much as possible. The more are one’s needs fulfilled, the more is one willing to
deliver and hence enhance productivity.

Salary is what every employee is looking up to. The salary-structure must

be designed in a way that the employee incurs the minimal tax. Such a package should be
commensurate with all the efforts that are poured in by the employees. This kind of pay
also enables them to remain loyal to their workplace and also the employer thereby
comprising a reputed team of the organization and promoting the organization growth.
Bonus depending on the degree of productivity and commission must also be offered.

32
 Safety and security at work place are must. In many organizations overseas
there is always a faculty of risk-management; whether it is a security-alarm to a CCTV
camera for security or it is a caution-boards, it is very essential the employees work in a
secure environment without any harm to their health or lives. All kinds of hazards must
either be eliminated or must be in a risk-free zone. It is not just the physical aspect but also
the psychological aspect that must be under check. Not every person has the same capacity
and the level of patients and the degree of optimism varies among all. This coupled with the
innate tendencies and the circumstances might influence once morale. It is highly essential
therefore that the psychological, social and physiological needs are met with and catered to,
if possible by a well-defined team. Any grievance that they might have must also be given
an ear to and must be work-on to overcome the situation with pragmatic strategies.

Employee feedback is very important for records. This helps in

restructuring what needs to be in case of loopholes. Their feedback reflects what otherwise
would make an organization powerful because the wants of the majority holds ample value
to be looked into. Every member of the staff must be given the freedom and the liberty to
express their views to top managers and have a mutual interaction at all levels and at all
times. Communication gap must be bridged since with no give and take of ideas and
knowledge, the intellect is less likely to develop as opposed to when interaction occurs.

One of the most important attributes that needs to be taken seriously in the
Indian organizations now is Intellectual Property Rights. An idea that occurs to one should
be patented so that no second person steals the idea and propagate it without the
originator’s consent. This plays a massive role in keeping the employee-morale intact and
without which if one’s intellectual property is tampered, one loses confidence in the self
and that can be utterly disastrous! Apart from this appropriate recognition and rewards must
be yielded to the employee as token of appreciation. A sense of goodness about oneself
radiates the work atmosphere too. The workplace must eventually sound pleasant and as a
place where one really wants to spend his day performing his duty. Some workplaces
encourage soft music scores to get the environment lively which is not a bad idea at all.

33
 For all the conveniences to be implemented, the Human Resources
department must share a major role. The morale of the workplace cannot be buoyed up
single-handedly; it is rather a cumulative effect of every member of the staff. The human
resources however must know how to impart the framework and get it engrained in and
implemented by the rest.

With the commencement of every enterprise, it becomes the very first

concern of the employer to provide a home like environment at the work place. This helps
the employees to come out of the stress and work pressure. The employer plays the role of
head of the family who takes care of all his family members with no bias.

Therefore we can say that the motivation of the employees becomes one
of his prime challenges. The HR department also looks after this job. They see to it that
there are no grievances and if any they try to come over it by taking corrective measures.
They have to take it up willingly and perform their duty successfully. This takes the shape
of motivating the employees to offer their skills to the fullest.

HR department basically looks after the policy-Give respect and take

respect. They apply many strategies to win the challenge. The strategies applied by them
can be many such as providing job security, administrative or organizational justice, career
development, job redesign and enrichment, participative management etc.

Now days an informal work environment is experienced in most of the MNCs.

Such a structure has been designed to keep their employees at ease and many a times their
suggestions too are heard and group decisions are taken. This method is applied to make
them feel a part of the family who work together. This encourages the employees. At every
achievement made by them the employee is given his part of recognition and may be
rewarded accordingly. Thus the employees feel motivated with their jobs and their
confidence will boost up. Therefore employee satisfaction is marked as the primary factor
which gives the organization positive and productive result.

34
 Savvy companies know that they need to stay in tune with the satisfaction rate
of their employees. Managers understand that finding and training new employees is a very
expensive process. And in today’s marketplace there is no longer the strong sense of loyalty
between companies and their employees that often meant a career-long relationship.

Employees who aren’t satisfied with their jobs are very likely to leave. If
they don’t leave they can become a source of bad morale and do a great deal of harm in the
organization. In many cases employers without proper data will assume the wrong reasons
for employee dissatisfaction. Many bosses will automatically think that money is the top
reason for leaving a job. Wouldn’t it be better to have real data and react accordingly.

Surveying employees on a regular basis is a great way to stay in touch with

the pulse of the business. Before launching a survey though it is important to establish the
ground rules.

Many employees will be unwilling to express their honest feelings if they

think they will be singled out. Make sure that the surveys are conducted with anonymity.
Be certain to have the support of company management all the way to the top. Employees
want to know that the leadership is behind the survey and that their responses will be taken
seriously.

Explain that employee comments are important to the company. State what
will be done with the results. And then live up to those statements. Employees will become
doubtful of management’s intentions if they don’t follow through.

Keep it short and keep the wording neutral. Limit the number of questions.
Allow for simple answers on a scale as well as room for additional comments. Keep the
wording of the questions in a neutral tone. Do not try to lead employees towards a certain
answer.

35
 There are many resources to assist companies in the survey process.
However most human resource managers are very capable of designing and conducting
their own employee motivation survey.

Areas to cover in a survey include feedback. Employees need to feel

comfortable about giving and receiving feedback. They want to be part of the process and
know how their performance is evaluated. Teamwork is also an important area to address.
Relationships with co-workers are crucial. Employees want to be in an environment where
the workload is fairly shared and people work together.

Make sure the employee motivation survey includes questions to address the
employee’s views on quality. Do they feel the company is producing a good product or
service? Is this a place they are proud to work? Similarly, ask employees if they understand
the goals of the company. Oftentimes mission statements are lofty words in a management
report. Employees will feel more motivated if they agree with the company’s goals.

While compensation is certainly a key area to cover in an employee

motivation survey, the survey should also include resources to do a good job, room for
growth, stress level and balance with personal life, communication, respect and fairness.
Companies that don’t take the time to ask questions and follow through on the results will
soon be asking themselves why employees are leaving. An employee satisfaction survey is
a great place to start.

36
JOB SATISFACTION

The term employee satisfaction refers to an individual general attitude towards

his/her job. A person with a high level of Employee Satisfaction holds positive attitude
towards the job. A person who is dissatisfied with his/her job holds negative attitude about
the job.
When people speak of employee’s attitude, more often they may not mean
employee satisfaction. In fact, the two are frequently used interchangeably.

Employee Satisfaction is an integral component of organizational climate and an

important element in managing the employee relationship. Employee satisfaction is a
positive emotional state that occurs when a person job seems to fulfill important job values
provided these values are compatible with one’s need. Employee satisfaction, in simple
words in d individual emotional reaction to the job itself.

JOB DESIGN
Job design include job enlargement, job rotation & job enrichment

Job enlargement:-

Job enlargement as a concept deals with expansion of the job contents by allowing
Employees inspect their work , affect minor repairs on the work and Equipment and select
their own work methods or ‘set-ups’. These refer as to vertical enlargement.’ Another is
‘horizontal enlargement’ under this scheme one simply adds a larger numbers of somewhat
similar tasks to the present job.

37
Job rotation:-It refers to systematically moving employee from one job to another.
From the point of view of an organization job rotation helps develop a common culture
because Of wide and common exposure and at the same time infuses “fresh-blood” in the
task.

Job enrichment:-It refers to the process of making jobs more interesting and satisfying,
adding to that sense of achievement, increasing responsibility and providing opportunities
for advancement and growth.

38
1.What are the HR policies you are aware of ?

Degree of No. of Total

S. No
satisfaction Respondents Percentage

1 31 31
Leave policy

2 4 4
Travel
3 Medical 6 6

4 Mobile 3 3

5 Salary 3 3

6 Attendance 13 13
Conveyance
7 6 6

8 Development 2 2

9 Discipline 2 2

10 Recruitment 1 1

39
 Policy Awareness
Leave policy

1% Travel

Medical
1% 1% Mobile
1% 1% 15% Salary
2% 31% Attendance
2% conveyance
6% Development
13% 14% Discipline
3% 3% 6%
Recruitment

Interpretation

31% of the employees are aware of leave policy.

4% of the employees are aware of the travel policy.
6% of the employees are aware of the medical policy.
3% of the employees are aware of the mobile policy.
3% of the employees are aware of the salary policy.
13% of the employees are aware of the attendance policy.
6% of the employees are aware of the conveyance policy.
2% of the employees are aware of the development policy.
2% of the employees are aware of the discipline policy.
1% of the employees are aware of the recruitment policy.

40
2. Do you think the HR policies are strictly being followed?

Degree of No. of Total

S. No
satisfaction Respondents Percentage

1 Yes 53 53

2 No 36 36

3 Partially 1 1

4 Can’t say 10 10

Are HR policies Strictly Followed

1% 10%
yes

53% no
36%
partially
cant say

Interpretation
53% of the employees say that HR policies are strictly being followed.
36% of the employees say that HR policies are not followed.
1% of the employees say that the HR policies are partially being followed.
10% of the employees cannot say anything in this regard.

41
3. Do you think the HR policies have to be altered?

Degree of No. of Total

S. No
satisfaction Respondents Percentage

1 Yes 47 47

2 No 53 53

HR Policy Alteration

47%
53% Yes
No

Interpretation

47% of the employees say that they need HR policy alteration.

53% of the employees say that they do need any alteration in the HR policy.

42
4. Do you have clarity on your job profile?

Degree of No. of Total

S. No
satisfaction Respondents Percentage

1 Yes 92 92

2 No 6 6

3 Partially 2 2

Clarity On Job

6% 2%
Yes

92% No
Partially

Interpretation

92% of the employees have clarity on their job.

6% of the employees do not have clarity on their job.
2% of the employees have a partial clarity on their job.

43
5. Do you have good co-ordination with your collegeaus?

Degree of No. of Total

S. No
satisfaction Respondents Percentage

1 Yes 90 90

2 No 10 10

GOOD CO-ORDINATION WITH THE

COLLEGEAUS

10%

Yes
90%
No

Interpretation

90% of the employees say that there is good co-ordination with the collegeaus.
10% of the employees say that there is no co-ordination with the collegeaus.

44
6. Do you feel that your job is challenging and interesting?

Degree of No. of Total

S. No
satisfaction Respondents Percentage

1 Yes 37 37

2 No 63 63

CHALLENGING AND INTERESTING JOB

37%
Yes
63%
No

Interpretation

37% of the employees feel that their job is challenging and interesting.
63% of the employees deny the above statement.

45
7. Do you feel that you are recognized for your work?

Degree of No. of Total

S. No
satisfaction Respondents Percentage

1 Yes 52 52

2 No 45 45

3 New employee 3 3

RECOGNITION FOR THE WORK

3%
yes
45% 52%
no
new employee

Interpretation

52% of the employees say that there is enough recognition of there work.
45% of the employees say that there is no proper recognition.
3% of them are new employees.

46
8. Are you satisfied with the pay in the organization?

Degree of No. of Total

S. No
satisfaction Respondents Percentage

1 Yes 39 39

2 No 59 59

3 Cant say 2 2

SATISFACTION WITH THE PAY

2%
39% Yes
59% No
Cant say

Interpretation

39% of the employees says that they are satisfied with their scale of pay in the organization.
While 59% of the employees deny that are satisfied with the pay in the organization.
2% of the employees can’t say about it.

47
9 Are you satisfied with security schemes offered to you in the organization (like
Pension fund, Gratuity)?

Degree of No. of Total

S. No
satisfaction Respondents Percentage

1 Yes 60 60

2 No 37 37

3 Partially 3 3

Security Schemes

3%
37% Yes
60% No
Partially

Interpretation

60% of the employees are satisfied with security schemes which are offered in the
organization;
While 37% of the employees are denying the above statement.
3% of the employees are partially satisfied.
48
10. Are you aware of latest developments and changes going on in the organization?

Degree of No. of Total

S. No
satisfaction Respondents Percentage

1 Yes 75 75

2 No 25 25

Awareness Of Latest Developement And Changes

25%
Yes
75%
No

Interpretation

75% of the employees say that they are aware of the latest developments and changes
25% of the employees say that they are not aware of this.

49
11. Do you think there should be 5 working days as opposed to 6 working days?

Degree of No.of Total

S. No
satisfaction Respondents Percentage

1 Yes 78 78

2 No 17 17

3 Can’t say 3 3

4 Alrdy5day 2 2

Preferance Of 5 to 6 Working Days

17% 3% 1% yes
no
79%
cant say
alrdy5 days

Interpretation

78% of the employees say that they prefer 5 to 6 working days.

17% of the employees say that they prefer 6 to 5 working days.
3% of the employees can’t say in this regard.
2% of the employees are already working for 5 days in a week.

50
12. Do you feel that you play an important role in your department?

Degree of No. of Total

S.no satisfaction Respondents Percentage

1 Yes 64 64

2 No 12 12

3 Cant say 10 10

Important Role In Your Department

1 0
12 Yes
No
64
Cant say

Interpretation

64% of the employees say that they are playing an important role in their respective
department;
While 12% of the employees are denying the above statement.
10% of the employees can’t say in this regard.

51
13. Does your superior cooperative with you and gives you a support at the time of
requirement?
Degree of No. of Total
S.no satisfaction Respondents Percentage

1 Yes 36 36

2 No 51 51

3 Can’t say 13 13

Superior's Co-operativeness

13%
36% Yes
51% No
Cant say

Interpretation

36% of the employees say that their superior is supportive and also cooperative with them.
51% of the employees are denying the above statement.
13% of the employees can’t say in this regard.

52
14. Do you feel that the organization provides an opportunity for self-development
and improvement??
Degree of No. of Total
S.no satisfaction Respondents Percentage

1 Yes 63 63

2 No 19 19

3 Cant say 18 18

Self-Developement And Improvement

18% Yes
19%
63% No
Cant say

Interpretation

63% of them feel that the organization provides an opportunity for self-development and
improvement;
19% of them were denying the above statement.
18% of the employees can’t say in this regard.

53
15. Do you perceive any communication gap at your work place?

Degree of No. of Total

S.no satisfaction Respondents Percentage

1 Yes 63 63

2 No 19 19

3 Cant say 18 18

Communication Gap

18% Yes
19% No
63%
Cant say

Interpretation

63% of them say that there is communication gap among the employees.
19% of them say that there is no communication gap among the employees.
18% of the employees can’t say in this regard.

54
 5.1

OBSERVATIONS / FINDINGS

 There are some employees who are not completely aware of the HR policies.
 The HR policies are not strictly followed in the company
 The information about the latest development has to be given to the employees.
 Employees have a good clarity on his job except for a negligible percentage of
them.
 The employees perceive that a few aspects of the HR policies should be altered and
are currently not very satisfied with it.
 Most of the employees feel that there is communication gap between the
employees.
 Most of the employees feel that there is lack of development opportunities.
 Most of the employees are not satisfied with the pay package

55
 5.2

SUGGESTIONS

 Get together should be arranged by which employees will get the opportunity to
know each other and to reduce the communication gap.
 The company should implement the HR practices so that it can motivate the
employees.
 The various benefits should be provided to the employee which will motivate the
employees towards the organization and individual goals
 Practicing the various employee motivation methods will leads to job satisfaction of
the employees.

56
 5.3

5.4

CONCLUSION

The study of motivational practices and its impact on the job satisfaction of the employees
will help the company to know what type of practices ZESTWINGS should follow to make
the employees retain and loyal by making them satisfied. Finally the company has to give
more benefits to the employees so that they get complete satisfaction.

57
 QUESTIONAIRE

We are conducting this survey to gather information regarding the working

conditions and employee satisfaction level working at ZESTWINGS.

Name -
Designation -
Number of months/ years worked for -
Gender -
Age - Between 20-30
Between 30-40
Between 40-50
Between 50-60

1. Since how many years you have been working in this organization?
a. 0-5 Years b. 5-10 Years
c. 10-15 Years d. More than 15 Years

2. Rate your level of satisfaction with the working culture of the organization?
a. Highly Satisfied b. Satisfied
c. Average d. Dissatisfied
e. Highly Dissatisfied

3. Rate the statement “Top Management is interested in motivating the

employees”?
a. Strongly Agree b. Agree
c. Neutral d. Disagree
e. Strong Disagree

58
4. Which type of incentives motivates you more?
a. incentive awards b. Promotion
c. Appreciation letters

5. How far you are satisfied with the incentives provided by the Organization?
a. Highly Satisfied b. Satisfied
c. Dissatisfied d. Highly Dissatisfied

6. Please rate the below on the following rating?

1 - Strongly Agree 2 - Agree
3 – Neutral 4 - Disagree
5 - Strongly disagree

i. Reasonable periodical increase in salary

ii. Job security
iii. Good Relationship with other staff members
iv. Effective performance appraisal
v. Effective promotional opportunities
vi. Performance appraisal activities are helpful to get motivated
vii. Support from the other staff members is helpful to get motivated
viii. Organization recognizes and acknowledges your work.
ix. Organizational Policies motivates for achieving its aims and objectives

7. Which of the following factors which motivates you most?

a. Salary Increase b. Promotion
c. Leave d. Motivational talks
e. Recognition

59
 8. Do you think that incentives and other benefits will influence your
performance?
a. Influence b. Does not influence
c. No Opinion

9. Does the Top Management involve you in decision making which are connected to
your department?
a. Yes b. No
c. Occasionally

10. What are the HR policies you are aware of?

a. leave b. travel
c. medical d. mobile
e. salary f. recruitment
g. development h. conveyance
i. attendance

11. Do you think the HR policies are strictly followed in your organization?
a) Yes
b) No

12. Do you think the HR policies have to be altered?

a. Yes
b. No
If yes write the way
_________________________________________________________________________
___________________________________________________________
13. Are you secured about your job in the organization?
a)Yes
b) No

60
14. Do you have clarity on your job profile?
a) Yes
b) No

15. Do you have good co-ordination with your collegeaus?

a) Yes
b) No

16. Do you feel that your job is challenging and interesting?

a) Yes
b) No

17. Do you feel that you are recognized for your work?
a) Yes
b) No

18. Are you satisfied with the pay in the organization?

a) Yes
b) No

19. Are you satisfied with security schemes offered to you in the organization (like
Pension fund, Gratuity)?
a) Yes
b) No

20. Are you aware of latest developments and changes going on in the organization?
a) Yes
b) No

21. Do you think there should be 5 working days as opposed to 6 working days?
a) Yes
b) No
61
22. Do you feel that you play an important role in your department?
a) Yes
b) No

23. Does your superior cooperative with you and gives you a support at the time of
requirement?
a) Yes
b) No

24. Do you feel that the organization provides an opportunity for self-development and
improvement?
a) Yes
b) No

25. Do you perceive any communication gap at your work place?

a) Yes
b) No
If yes, give suggestions to overcome it
_____________________________________________________________________
_______________________________________________________________

26. Do you have any other suggestions?

_____________________________________________________________________
___________

62
 BIBILIOGRAPHY

Most of the data such as history of the company, products, the hierarchy followed etc has
been provided by the company.
Much of the information has also been gathered from the company’s web site:
www.Zestwings.com

BOOKS

NAME OF THE BOOK AUTHOR

1. Personnel and Human Resource Management P. Subba Rao

2. Essentials of Management Weihrich and Koontz

3. Organizational Behavior LM PRASAD

WEBSITES

www.Zestwings.com
www.google.com
www.hrabout.com

63