“CHAPTER-1”

1.1 INTRODUCTION

The pProject wwork entitled a STUDY ON EMPLOYEE MOTIVATION with extraordinary

reference to hHero moto ccorp ltd ; Hyderabad is basically led to distinguish the components
which will inspire the representatives and the hierarchical capacities in hHero moto ccorp ltd,
Hyderabad.

Administration's essential employment is the powerful usage of HR for accomplishments of

hierarchical destinations. The staff administration is worried about sorting out HR in to get most
extreme yield to the undertaking and the talent of individuals at work minus all possible
boundaries fulfillment. Inspiration suggests that one individual, in association setting a
supervisor, incorporates another, say a representative, to participate in real life by guaranteeing
that a channel to fulfill those requirements and goals winds up accessible to the separate.
Likewise, the solid needs toward a path that is fulfilling to the inert needs in representatives and
saddle them in a way that would be utilitarian for the association.

Worker inspiration is one of the significant issues looked by each association. It is the significant
assignment of each supervisor to propel his subordinates or to make the 'will to work' among the
subordinates. It ought to likewise be recalled that a specialist might be hugely equipped for doing
some work; nothing can be accomplished in the event that he isn't willing to work. An
administrator needs to make proper utilization of inspiration to enthuse the representatives to tail
them. Consequently this examinations additionally concentrating on the worker inspiration
among the representatives of hHero moto ccorp ltd.

The information required for the investigation has stayed gathered from the representatives
through direct meetings. Examination and elucidation has been finished by utilizing the
measurable devices and information's are displayed through tables and outlines.
1.2 RESEARCH PROBLEM

The examination issue here in this investigation is related with the inspiration of representatives
of hHero moto ccorp ltd, Hyderabad. There are an assortment of components that can impact a
man's level of inspiration; a portion of incorporate

1. The level of pay and advantages,

2. The apparent decency of advancement framework inside an organization,

3. Quality of the working conditions,

4. Leadership and social connections,

5. Employee acknowledgment

6. Job security

7. career improvement openings and so on.

Roused workers are an incredible advantage for any association. It is on the inspiration and Job
fulfillment is unmistakably connected. Consequently this examination is worker inspiration in
the association. The examination issue is detailed as takes after:

"What are the components which help to persuade the representatives?

1.3 “sSIGNIFICANCE OF tTHE STUDY”

The examination is expected to assess inspiration of representatives in the association. A decent

motivational program strategy is fundamental to accomplish objective of the association. On the
off chance that effective motivational projects of representatives are made in this specific
association some other association; the associations can accomplish the effectiveness likewise to
decent hierarchical culture.

Inspiration has assortment of impacts. These impacts might be found with regards to a person's
physical and psychological well-being, profitability, non-attendance and turnover. Worker amuse
must be overseen in one way. These aides in holding and supporting the genuine devotees "who
can convey an incentive to the association. Multiplying and sustaining the quantity of "genuine
devotees" is the test for future and present HR administrators.

This implies advancement and imagination. It likewise implies an adjustment in the apparatus for
HR polices and practices. The quicker the associations support their workers, the more fruitful
they will be. The test before HR directors today is to amuse their representatives and support
their innovativeness to keep them a sprout.

This investigation encourages the specialist to understand the compelling representative

inspiration. This examination think about looks at composes and levels of representative
motivational projects and furthermore talks about administration thoughts that can be used to
develop worker inspiration. It gives experiences to help future research with respect to vital
direction for associations that are both giving and utilizing reward/acknowledgment programs.

1.4 “oOBJECTIVES OF tTHE STUDY”

1.4.1 Primary goal

1. To investigation the critical elements which are predictable to push the representatives.

1.4.2 Secondary Objective.

1. To examination the money related and non-fiscal advantages gave by the association on
the representative's execution.

2. To investigation the ccupation advancements on representatives.

3. To take in the representative's fulfillment on the relational relationship exists in the

association.

4. To give the pragmatic recommendation to the change of association's execution.

1.5 RESEARCH HYPOTHESIS

A speculation is a primer or provisional clarification or hypothesize by the specialist of what the

scientist considers the outcome of an examination will be. It is an educated/taught figure. It
demonstrates the desires for the scientist with admiration to exact factors. It is the most particular
manner by which a response to an issue can be expressed.

Research speculations are the particular testable forecasts made about the free and ward factors
in the investigation. Speculations are framed the specific autonomous and ward factors that will
be utilized the examination. The examination theory of this investigation is as per the following.

Ho: There huge connection amongst impetuses and worker's execution.

Ho: There is no huge connection between profession advancement openings and the degree of
worker inspiration

Ho: There is no huge connection between execution evaluation framework and the degree of
inspiration.

Ho: huge connection between relational relationship in the association and degree of inspiration.

1.6 RESEARCH METHODOLOGY.

Research is an orderly technique for discovering answers for issues. It is basically an

examination, a chronicle and an investigation of proof to gain information. As indicated by
Clifford woody, "inquire about involves characterizing and reclassifying issue, figuring theory or
recommended arrangements, gathering, sorting out and assessing information, achieving
conclusions, testing conclusions to decide if they fit the detailed speculation"

1.6.1 Sampling Design.

An example configuration is a limited arrangement for getting an example from a given

populace. Basic irregular testing is utilized for this investigation.
1.6.2 Universe.

The universe decides for the exploration consider is the workers of Hero motocorp ltd .

1.6.3 Sample Size.

Number of the testing units chose from the populace is known as the extent of the example. Test
of 50 respondents were acquired from the populace.

1.6.4 Sampling Procedure.

The strategy embraced in the present investigation is likelihood testing, which is otherwise called
shot examining. Under this inspecting outline, each thing of the edge has an equivalent shot of
consideration in the example.

1.6.5 Methods of Data Collection.

The information's were gathered through Primary and auxiliary sources.

1.6.5.1 Primary Sources.

Essential information are as "crude material" to which factual strategies are connected with the
end goal of investigation and understandings.

The essential sources are discourse with workers, information's gathered through poll.

1.6.5.2 Secondary Sources.

Auxiliary information's are as completed items as they have just been dealt with measurably in
some shape or other.

The optional information chiefly comprises of information and data gathered from records,
organization sites and furthermore exchange with the administration of the association. Optional
information was likewise gathered from diaries, magazines and books.

1.6.6 Nature of Research.

Distinct research, otherwise called factual research, depicts information and qualities about the
populace or marvel being considered. Distinct research answers the inquiries who, what, where,
when and how.

In spite of the fact that the information depiction is authentic, precise and efficient, the
exploration can't portray what caused a circumstance. In this way, distinct research can't be
utilized to make a causal relationship, where one variable influences another. At the end of the
day, unmistakable research can be said to have a low prerequisite for interior legitimacy.

1.6.7 Questionnaire.

An all around characterized survey that is utilized successfully can accumulate data on both
general execution of the test framework and in addition data on particular segments of the
framework. A crushed survey was painstakingly arranged and uniquely numbered. The inquiries
were orchestrated in appropriate request, as per the significance.

1.6.8 Nature of Questions Asked.

The survey comprises of open finished, dichotomous, rating and positioning inquiries.

1.6.9 Pre-testing

A pre-testing of survey was directed with 10 polls, which were disseminated and every one of
them were gathered back as finished poll. Based on questions raised by the respondents the poll
was redialed to its present shape.

1.6.10 Sample

A limited subset of populace, chose from it with the target of examining its properties called an
example. An example is an agent part of the populace. An example of 50 respondents altogether
has been arbitrarily chosen. The reaction to different components under every inquiry were
totaled with the end goal of different measurable testing.

1.6.11. Factors of the Study.

The immediate variable of the investigation is the worker inspiration

Circuitous factors are the motivating forces, relational relations, vocation improvement openings
and execution examination framework.

1.6.13. Introduction of Data.

The information are exhibited through graphs and tables.

1.6.13. Instruments and Techniques for Analysis.

Relationship is utilized to test the speculation.

CHAPTER-2

Automobile Industry in India

The car business in iIndia is the ninth biggest on tthe pplanet with a yearly creation of more than
2.3 mmillion units in 2011 In 2012, India developed as Asia's fourth biggest exporter of cars,
behind jJapan, sSouth Korea and tThailand.

Following financial progression in India in 1991, the Indian car industry has shown maintained
development because of expanded aggressiveness and loose confinements. A few Indian vehicle
producers, for example, TataiMotors,iMarutiiSuzukiiandiMahindraiandiMahindra,extended their
household and global activities. India's strong financial development prompted the further
extension of its household car showcase which pulled in huge India-particular venture by
multinational car makers. In February 2012, month to month offers of traveler autos in India
surpassed 100,000 units.

bryonic car industry developed in iIndia in the 11940s. Following the autonomy, in 11947, the
Government of India and the private area propelled endeavors to make a car segment fabricating
industry to supply to the vehicle business. Be that as it may, the development was generally
moderate in the 1960s because of nationalization and the permit raj which hampered the Indian
private part. After 1970, the car business began to develop, however the development was
basically determined by tractors, business vehicles and bikes. Autos were as yet a noteworthy
extravagance. Japanese producers entered the Indian market at last prompting the foundation of
Maruti Udyog. Various remote firms started joint endeavors with Indian organizations.

In the 1980s, various Japanese producers propelled joint-wanders for building cruisers and light
business vehicles. It was as of now that the iIndian ggovernment picked Suzuki for its joint-dare
to produce little autos. Following the monetary advancement in 1991 and the steady debilitating
of the permit raj, various Indian and multi-national auto organizations propelled tasks. From tthat
ppoint fforward, car segment and vehicle fabricating development has quickened to meet local
and fare requests.

“HISTORY OF THE TWO WHEELERS:”

The Britannica Encyclopedia a bike as a bicycle or tricycle moved by an inward – burning motor
(or, less regularly by an electric motor).t tTheccar was the answer to the nineteenth – century
reams of self-moving the steed drawn bikeriage. Essentially, the iinnovation of the bike made the
self – impelling bike. The principal business configuration was three-wheeler worked by
“Edward Butler in Great Britain in 1884. “This utilized an even single-barrel fuel motor mounted
between two cow capable front haggles by a drive anchor to the back wheel. The saw the
transformation of numerous bikes or including little, halfway mounted start motor motors. There
was then felt the requirement for dependable developments. This prompted street preliminary
tests and rivalry between producers. Such were the demonstrating ground for some new thoughts
from mid two-stroke-cycle outlines to supercharged multivalent motors mounted on streamlined,
bikebon fiber fortified bodywork.

“Innovation OF TWO WHEELERS: “

The innovation of bikes is a discussed issue. "Who developed the principal bike?" May appear
like a basic inquiry, "security", bike, i.e., bike with front and back wheels of a similar size, with a
pedal wrench instrument to drive the back wheel. Those bikes thusly portrayed from high-wheel
bikes. These showed up around 1800, utilized iron joined wagon wheels, and were called "bone-
crushers", both for their shaking ride, and their inclination to hurl their riders. Gottiieb Daimler
(who credited with the building the main bike in 1885, one wheel in the front and one in the
back, despite the fact that it had a littler spring-stacked. It was developed for the mmost ppart of
wood, the wheels were of the iron-grouped wooden-spooked wagon-sort and it certainly had a
"bone-crusher" suspension!

ENCOURAGE DEVELOPMENTS:

A large portion of the improvements amid the early stage focused on three and four-wheeled
outline since it was mind boggling eenough to gget the machines running without worrying. The
following prominent bike however and Wolf Mueller, protected in Munich in 1894. DeDion-
catch constructed and motor that was to make the large scale manufacturing and normal
utilization of cruiser conceivable. The principal bike with electric begin and a completely modem
electrical framework; the Hence unique from the shocked the business in 1931. was the biggest
cruiser producer on the planet creating more than 20000 bicycles for every year.
Expanding POPULARITY:

The fame of the vehicle became particularly; the Indian bike organization presented the model H
racer, and put it at a bargain. Amid World War 1, all branches of the military in Europe utilized
bikes basically to dispatch. After the war, it delighted in a game vogue until the point when the
Great Depression started in cruisers kept going into the late twentieth century; weight the vehicle
being utilized for fast visiting and game rivalries. The more refined of a 125cc model. From that
point forward, an expanding number of ground-breaking bicycles have bursted the streets.

Recorded INDUSTRY DEVELOPMENTS:

Indian is the second biggest maker and maker to bikes in the World. It remains next just to Japan
and China as far as the quantity of V delivered and residential deals individually. This goal was
accomplished because of assortment of reason like prohibitive strategy took after by the
legislature of India towards the traveler bicycle industry, rising interest for individual transport,
wastefulness in general society transportation framework and so forth. The Indian bikes industry
influenced a little start in the mid 50s when To vehicle results of India (API) began fabricating
bikes in the nation. Until 1958, API and Enfield were the sole makers.

The two – wheelers advertise was opened were opened to outside rivalry in the mid-80s. What's
more, the then market pioneers Escorts and Enfield – were gotten unconscious by the attack of
the 100cc bicycles of the four Indo-Japanese joint endeavors.

The principal Japanese bikes were presented in the mid eighties. tThese ttwo pplayers at first
began with gathering of CKD Kits, and later on advanced to indigenous assembling.
The business had a smooth ride in the 50s, 70s when government precluded new sections and
entirely controlled limit extension. The business saw a sudden development in the 80s. The
business saw an enduring of 14% prompting a pinnacle volume of 1.9 mn vehicles in 1990.

In 1990 the whole car industry saw an extreme fall sought after. This brought about a decay of
15% out of 1991 and 8% of every 1992, bringing about a generation loss of 0.4mn vehicles.
Notwithstanding Hero Honda, all the real makers experienced subsidence in FY93 and FY94.
Saint Honda demonstrated a minimal decrease in 1992.

The purpose behind retreat in the segment were the unremitting ascent in fuel costs, high
information costs and diminished acquiring power because of noteworthy

CONCLUSION:

The bikes advertise has had a distinguishable move from a purchasers market to a dealers
showcase with an assortment of decision, players will have contend on different fronts viz.
evaluating, innovation item outline, efficiency after deal administration, promoting and
appropriation. For the time being, pieces of the pie of individual makers will be delicate to limit,
item acknowledgment, estimating and focused weights from different producers.

As livelihoods develop and individuals develop and individuals want to claim a private methods
for transport, offers of bikes will rise. Entrance is relied upon to increment to roughly to over
25% by 2005.

The bike portion will keep on leading the interest for bikes in the coming years. Cruiser deal is
required to increment by 20% yoy when contrasted with 1% development in the bike advertise
and 3% by sulked deals separately for the following two years.
The four-stroke bikes will add new measurement to the bike portion in the coming future.

The Asian landmass is that biggest client of the bikes on the planet. This is because of poor street
framework and low per capita salary, prohibitive strategy on bicycle industry. This is because of
oligopoly between top five players in the section, contrasted with parched producers in the
bicycle business.

hero honda ltd., is one of the main organizations in the bike business. At show it is the market
pioneer in the cruiser portion with around 47% the piece of the overall industry amid FY 2000 –
01. The organization has risen as a standout amongst the best players, much in front of its
rivalries a record of its prevalent and dependable item quality supplemented with fantastic
advertising strategies.
 COMPANYiPROFILE
i

2.2iCOMPANYiPROFILE
i

HeroiMotoCorpiLtd.i(FormerlyiHeroiHondaiMotorsiLtd.)iisitheiworld'silargestimanufactureriofitwoi
–iwheelers,basediiniIndia.

Ini2001,itheiCompanyiachieveditheicovetedipositioniofibeingitheilargestitwo-
wheelerimanufacturingiCompanyiiniIndiaiandialso,ithei‘WorldiNo.1’itwo-
wheeleriCompanyiinitermsiofiunitivolumeisalesiiniaicalendariyear.iHeroiMotoCorpiLtd.icontinuesitoimaintai
nithisipositionitillidate.

Vision

Theistoryibeganiwithiaisimpleivisioni–
itheivisioniofiaimobileiandianiempowerediIndia,ipoweredibyiitsibikes.iHeroiMotoCorpiLtd.,icompany’sinewii

dentity,ireflectsiitsicommitmentitowardsiprovidingiworldiclassimobilityisolutionsiwithirenewedifocusioniex
pandingicompany’sifootprintiinitheiglobaliarena.

Mission

HeroiMotoCorp’simissioniisitoibecomeiaiglobalienterpriseifulfillingiitsicustomers’ineedsiandiaspirationsifori
mobility,isettingibenchmarksiinitechnology,istylingiandiqualityisoithatiiticonvertsiitsicustomersiintoiitsibran
diadvocates.iTheiCompanyiwilliprovideianiengagingienvironmentiforiitsipeopleitoiperformitoitheiritrueipote
ntial.iItiwillicontinueiitsifocusionivalueicreationiandienduringirelationshipsiwithiitsipartners.
Strategy

HeroiMotoCorp’sikeyistrategiesiareitoibuildiairobustiproductiportfolioiacrossicategories,iexploreigrowthiop
portunitiesiglobally,icontinuouslyiimproveiitsioperationaliefficiency,iaggressivelyiexpandiitsireachitoicusto
mers,icontinueitoiinvestiinibrandibuildingiactivitiesiandiensureicustomeriandishareholderidelight.

Manufacturing

HeroiHondaibikesiareimanufacturediacrossithreeigloballyibenchmarkedimanufacturingifacilities.iTwoiofith
eseiareibasediatiGurgaoniandiDharuheraiwhichiareilocatediinitheistateiofiHaryanaiininortherniIndia.iTheithir
dianditheilatestimanufacturingiplantiisibasediatiHaridwar,iinitheihillistateiofiUttarakhand.

Technology

Inithei1980’sitheiCompanyipioneereditheiintroductioniofifuel-efficient,ienvironmentifriendlyifour-
strokeimotorcyclesiinitheicountry.iItibecameitheifirstiCompanyitoilaunchitheiFueliInjectioni(FI)itechnologyii
niIndianimotorcycles,iwithitheilaunchiofitheiGlamouriFIiiniJunei2006.

Itsiplantsiuseiworldiclassiequipmentiandiprocessesiandihaveibecomeiaibenchmarkiinileannessiandiproducti
vity.iHeroiMotoCorp,iiniitsiendeavoritoiremainitechnologyipioneer,iwillicontinueitoiinnovateiandidevelopic
uttingiedgeiproductsiandiprocesses.

Products
HeroiHonda'siproductirangeiincludesivarietyiofimotorcyclesithatihaveisetitheiindustryistandardsiacrossiallit
heimarketisegments.iTheiCompanyialsoistartedimanufacturingiscooteriini2005.iHeroiHondaioffersilargeino.i
ofiproductsiandicatersitoiwideivarietyiofirequirementsiacrossiallitheisegments.

Distribution

TheiCompany’sigrowthiinitheitwoiwheelerimarketiiniIndiaiisitheiresultiofianiintrinsiciabilityitoiincreaseireach
iininewigeographiesiandigrowthimarkets.iHeroiMotoCorp’siextensiveisalesiandiserviceinetworkinowispansi

overitoi5000icustomeritouchipoints.iTheseicompriseiaimixiofiauthorizedidealerships,iServicei&iSpareiPartsi
outlets,iandidealer-appointedioutletsiacrossitheicountry.

Brand

TheinewiHeroiisirisingiandiisipoiseditoishineionitheiglobaliarena.iCompany’sinewiidentityi“HeroiMotoCorpiL
td.”iIsitrulyireflectiveiofiitsivisionitoistrengthenifocusionimobilityianditechnologyiandicreatingiglobalifootpri
nt.iBuildingiandipromotinginewibrandiidentityiwillibeicentralitoialliitsiinitiatives,iutilizingieveryiopportunityi
andileveragingiitsistrongipresenceiacrossisports,ientertainmentiandiground-ileveliactivation.

2010-11iPerformance

Totaliunitisalesiofi54,i02,444itwo-wheelers,i(growthiofi17.44ipericent)

TotalinetioperatingiincomeiofiRs.i19,401.15iCrores,igrowthiofi22.32ipericent

NetiprofitiafteritaxiatiRs.i1,927.90iCrores
Totalidividendiofi5250%ioriRs.i105iperishareiincludingiInteriniDividendiofiRs.i70iperishareionifaceivalueiofiea
ch

ShareiofiRs.i2ieach

EBIDTAimarginiforitheiyeari13.49ipericent

EPSiofiRs.i96.54
i

CHAPTER-3

REVIEW OF LITERATURE

Rensis Likerthas called inspiration as the ccenter of administration. Inspiration is the ccenter of
administration. Inspiration is a compelling instrument in the hands of the administration in
moving the work drive .It is the real assignment of each supervisor to propel his subordinate or to
make the will to work among the subordinates .It ought to likewise be recalled that the laborer
might be massively equipped for doing some work, nothing can be accomplished on the off
chance that he isn't willing to work .making of a will to work is inspiration in straightforward
however obvious feeling of term.

Inspiration is a critical capacity which extremely administrator performs for impelling the
general population to work for achievement of targets of the association .Issuance of thoroughly
thought out directions and requests that they will be taken after .A director needs to make fitting
utilization of inspiration to enthuse the representatives to tail them.
Compellingiinspirationisucceedsiinihavingiairequestiacknowledgediasiwelliasiinipickingiupiania
ssuranceitoiseeithatiitiisiexecutediproficientlyiandiviably

Keeping in mmind the eend ggoal to propel laborers to work for the hierarchical objectives, the
supervisors must decide the thought processes or needs of the specialists and give a situation in
which fitting motivating forces are accessible for their fulfillment .If the administration is fruitful
in it will likewise be effective in expanding the ability of the laborers to work. This will build
proficiency and adequacy of the association .There will be better use of assets and specialists
capacities and limits.

3.1 The idea of inspiration

The word inspiration has been gotten from intention which implies any thought, need or feeling
that prompts a man in to activity. Whatever might be the conduct of man, some boost behind it
.Stimulus is reliant upon the thought process of the individual concerned. Thought process can be
known by concentrate his needs and wants.

There is no widespread hypothesis that can clarify the components impacting thought processes
which control keeps an eye on conduct at a specific purpose of time. When all is said in done, the
distinctive thought processes work at various circumstances among various individuals and
impact their practices. The procedure of inspiration ponders the thought processes of people
which cause diverse sort of conduct.

3.3 “Significance of Motivation”

Inspirationiincludesigettingitheiindividualsifromitheigatheringitoipulliweightiviably,itoigiveithei

rifaithfulnessitoitheigathering,itoicompleteiappropriatelyitheimotivationibehinditheiassociation.i

Theiaccompanyingioutcomesimightibeinormaliifitheirepresentativesiareilegitimatelyiinspired.
1.Theiworkforceiwillibeibetterifulfillediifitheiadministrationigivesithemichancesitoisatisfyitheiri
physiologicaliandimentalineeds.iTheilaborersiwillicoordinateiintentionallyiwithitheiadministrati
oniandiwillicontributeitheirigreatestitowardsitheiobjectivesiofitheiundertaking

2. Workers will have effective as conceivable by enhancing their abilities and information
with the goal that they can add to the advance of the association. This will likewise bring about
expanded efficiency

3. The rates of work's turnover and truancy among the specialists will be low.

4. “There will be great human relations in the association as grinding among the specialists
themselves and between the laborers and the administration will diminish.”

5. “The number of protestations and grievances will descend. Mischance will likewise be
low.”

6. There will be increment in the amount and nature of items. Wastage and scrap will be
less. Better nature of items will likewise build people in general picture of the business.

3.4 Motivation Process.

1. Identification of need
2. Tension

3. Course of activity

4. Result – Positive/Negative

5. Feed back

3.5 Theories of Motivation.

Understanding what propelled representatives and how they were spurred was the focal point of
numerous scientists following the production of the Hawthorne consider comes about (Terpstra,
1979). Six noteworthy methodologies that have prompted our comprehension of inspiration are
Mcclelland's Achievement Need Theory, Behavior Modification hypothesis; Abraham H
Mallows require chain of command or Deficient hypothesis of inspiration. J.S. Adam's Equity
Theory, Vrooms Expectation Theory, Two factor Theory.

3.5.1 McClelland's Achievement Need Theory.

As indicated by McClelland's there are three sorts of requirements;

Requirement for Achievement (n Ach);

This need is the most grounded and enduring rousing variable. Especially in the event of people
who fulfill alternate needs. They are always pre involved with a longing for development and
need for circumstance in which effective results are specifically related with their endeavors.
They set more troublesome yet achievable objectives for themselves since progress with
effectively achievable objectives barely gives a feeling of accomplishment.

Requirement for Power (n Pow)

It is the longing to control the conduct of the other individuals and to control the environment.
Power inspirations positive applications brings about local authority style, while it negative
application tends dictatorial style.

Requirement for alliance (n Aff)

It is the identified with social needs and makes companionship. This outcomes in arrangement of
casual gatherings or group of friends.

3.5.2 Behavioral Modification Theory;

As per this hypothesis individuals conduct is the result of ideal and ominous past conditions.
This hypothesis depends on learning hypothesis. Skinner directed his looks into among rats and
school kids. He found that boost for attractive conduct could be fortified by compensating it at
the most punctual. In the modern circumstance, this pertinence of this hypothesis might be found
in the establishment of money related and non budgetary motivating forces.
More quick is the reward and incitement or it persuades it. Withdrawal of reward incase of low
standard work may likewise deliver the coveted outcome. Nonetheless, inquires about
demonstrate that it is for the most part more successful to remunerate wanted conduct than to
rebuff undesired conduct.

3.5.3 Abraham H Maslow Need Hierarchy or Deficient hypothesis of Motivation.

The scholarly reason for the greater part of inspiration thinking has been given by conduct
researchers, A.H Maslow and Frederick Heizberg, whose distributed works are the
"Authoritative manual for Motivation". Despite the fact that Maslow himself did not make a
difference his hypothesis to modern circumstance, it has wide effect for past scholarly circles.
Douglous Mac Gregor has utilized Maslow's hypothesis to translate particular issues in staff
organization and modern relations.

The core of Maslow's hypothesis is that human needs are masterminded in chain of importance
made out of five classifications. The most reduced level needs are physiological and the largest
amounts are the self realization needs. Maslow begins with the development that man is a
needing creature with a chain of command of necessities of which some are bring down ins scale
and some are in a higher scale or arrangement of qualities. As the lower needs are fulfilled,
higher requirements rise. Higher requirements can't be fulfilled except if bring down necessities
are satisfied. A fulfilled need isn't a spark. This looks like the standard monetary hypothesis of
consistent losses. The pecking order of requirements at work in the individual is today a standard
apparatus of faculty exchange and when these necessities are dynamic, they go about as intense
conditioners of conduct as Motivators.

Progressive system of requirements; the principle needs of men are five. They are physiological
requirements, wellbeing needs, social needs, inner self needs and self realization needs, as
appeared arranged by their significance.

The over five essential needs are viewed as endeavoring needs which influence a man to get
things done. The primary model demonstrates the positioning of various needs. The second is
more useful in showing how the fulfillment of the higher needs depends on the fulfillment of
lower needs. It likewise indicates how the quantity of individual who has encountered the
satisfaction of the higher needs bit by bit decreases.
Physiological or Body Needs: - The individual climb the step reacting first to the physiological
requirements for sustenance, garments and haven. These physical needs should be likened with
pay rate, pay hones and to a degree with physical state of the activity.

Security: - The following arranged by needs is wellbeing needs, the should be free from risk,
either from other individuals or from condition. The individual need to guaranteed, once his
substantial needs are fulfilled, that they are secure and will keep on being fulfilled for predictable
element. The wellbeing needs may appear as employer stability, security against illness, mishap,
seniority and so on as additionally against modern damage. Such needs are by and large met by
wellbeing laws, measure of standardized savings, defensive work laws and aggregate assentions.

Social needs: - Going up the size of necessities the individual feels the longing to work in a firm
gathering and build up a feeling of having a place and ID with a gathering. He wants to love and
be adored and the need to have a place and be related to a gathering. In a vast association it is
difficult to develop social relations. Anyway cozy relationship can be developed with at any rate
some kindred laborers. Each representative needs too feel that he is needed or acknowledged and
that he isn't an outsider confronting an unfriendly gathering.

Personality or Esteem Needs: - These necessities are reflected in our craving for status and
acknowledgment, regard and glory in the work gathering or work place, for example, is given by
the acknowledgment of ones legitimacy by advancement, by investment in administration and by
satisfaction of laborers encourage for self articulation. A portion of the requirements identify
with ones regard

e.g.; requirement for accomplishment, self-assurance, learning, fitness and so on. At work, this
implies commend for an occupation however more essential it implies an inclination by
representative that consistently he has the regard of his supervi
 INCENTIVES

Financial Incentives Non-financial incentives

- Wages and Salaries. - Competition

- Bonus - Group recognition
- Medical reimbursement - Job security
- Insurance - Praise
- Housing facility - Knowledge of result
- Retirement benefits. - Workers participation.
- Suggestion system.
- Opportunities for growth
3.8 Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it will
drink only if it's thirsty - so with people. They will do what they want to do or otherwise
motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must
be motivated or driven to it, either by themselves or through external stimulus.

Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for
motivation is a skill which can and must be learnt. This is essential for any business to survive
and succeed.

Performance is considered to be a function of ability and motivation, thus:

 Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a slow
and long process. On the other hand motivation can be improved quickly. There are many
options and an uninitiated manager may not even know where to start. As a guideline, there
are broadly seven strategies for motivation.
There are broadly seven strategies for motivation.

 Positive reinforcement / high expectations

 Effective discipline and punishment
 Treating people fairly
 Satisfying employees needs
 Setting work related goals
 Restructuring jobs
 Base rewards on job performance

Essentially, there is a gap between an individual’s actual state and some desired state and the
manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this
gap.
 CHAPTER-4

4.IANALYSISIANDIINTERPRETATIONIOFIDATA

4.1iDESCRIPTIVEiSTATISTICSi

4.1.1iResponseiaboutitheisupportifromitheiHRidepartmenti

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 Highlyisatisfied 18 36

2 Satisfied 29 58

3 Neutral 3 6

4 Dissatisfied 0 0i

5 Highlyisatisfied 0 0

Totali 50 100

(Tablei4.1)
70
58
60

50

40 36
Series1
30

20

10 6
0 0
0
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied
 (Charti4.1)

INTERPRETATIONI

Theitableishowsithati58%iofitheirespondentsiareisatisfiediwithitheisupportitheyiareigettingifromitheiH
Ridepartment.

4.1.2iManagementiisiinterestediinimotivatingitheiemployees

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 StronglyiAgree 27 54

2 Agree 20 40

3 Neutral 3 6

4 Disagree 0 0i

5 StronglyiDisagree 0 0

Totali 50 100

(Tablei4.2)
 Management is interested in motivating the
employees

60 54
50
40
40

30 Series1
20

10 3
0 0
0
Strongly Agree Netural Disagree Strongly
Agree Disagree

(Charti4.2)

INTERPRETATIONI

Theitableishowsithati54%iofitheirespondentsiareistronglyiagreeingithatitheimanagementiisiinterestedii
nimotivatingitheiemployees.

4.1.3iTheitypeiofiincentivesimotivatesiyouimore

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 FinancialiIncentives 15 30
2 NonifinancialiIncentives 9 18

3 Both 26 52

Totali 50 100

(Tablei4.3)

The type of incentives motivates you more

30%
Financial Incentives
Non Financial Incentives
52%
Both
18%

(Charti4.3)

INTERPRETATIONI

Theitableishowsithati52%iofitheirespondentsiareiexpressingithatibothifinancialiandinonifinancialiincen
tivesiwilliequallyimotivateithem.
4.1.4iSatisfactioniwithitheipresentiincentivesischeme

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 Highlyisatisfied 18 36

2 Satisfied 29 58

3 Neutral 3 6

4 Dissatisfied 0 0i

5 Highlyisatisfied 0 0

Totali 50 100

(Tablei4.4)

Satisfaction with the present incentives provided by

the organization

70%
58%
60%
50%
40% 36%

30%
20%
10% 6%
0% 0%
0%
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied
 (Charti4.4)

INTERPRETATIONI

Theitableishowsithati58%iofitheirespondentsiareisatisfiediwithitheipresentiincentiveischemeiofitheiorg
anization.

4.1.5 Theicompanyiisieagernessiinirecognizingiandiacknowledgingiemployee’siwork

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 StronglyiAgree 18 54

2 Agree 29 58

3 Neutral 3 6

4 Disagree 0 0i

5 StronglyiDisagree 0 0

Totali 50 100

(Tablei4.5)
 Eagerness of the company in acknowledging the
work of employees

70%
58%
60%
50%
40% 36%

30%
20%
10% 6%
0% 0%
0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

(Charti4.5)

INTERPRETATIONI

Fromitheistudy,i58%iofiemployeesiagreedithatitheicompanyiisieageriinirecognizingiandiacknowledgin
githeiriwork,i36%istronglyiagreediandionlyi6%ishowedineutraliresponse.

4.1.6.1iPeriodicaliincreaseiinisalary

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 StronglyiAgree 12 24
 2 Agree 23 46

3 Neutral 3 6

4 Disagree 9 18i

5 StronglyiDisagree 3 6

Totali 50 100

(Tablei4.6)

Periodical increase in salary

50% 46%
45%
40%
35%
30%
24%
25% Series1
18%
20%
15%
10% 6% 6%
5%
0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

(Charti4.6)

INTERPRETATIONI

Theitableishowsi46%iofiemployeesiagreeithatithereiisiaiperiodicaliincreaseiinitheisalary.
4.1.6.2iJobiSecurityiexistingiinitheicompany.

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 StronglyiAgree 15 30

2 Agree 18 36

3 Neutral 11 22

4 Disagree 3 6

5 StronglyiDisagree 3 6

Totali 50 100

(Tablei4.7)

Job security exist in the company

40% 36%
35%
30%
30%
25% 22%
20%
15%
10% 6% 6%
5%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree
 (Charti4.7)

INTERPRETATIONI

Theitableishowsi35%iofiemployeesiagreeiwithigoodijobisecurityiexistiinitheicompany.

4.1.6.3iGoodirelationsiwithitheico-workers.i

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 StronglyiAgree 15 30

2 Agree 27 54

3 Neutral 8 16

4 Disagree 0 0

5 StronglyiDisagree 0 0

Totali 50 100

(Tablei4.8)
 Good relations with co-workers

60% 54%

50%

40%
30%
30%

20% 16%

10%
0% 0%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree

(Charti4.8)

INTERPRETATIONI

Theitableishowsi54%iofitheirespondentsiagreeithatitheyihaveigoodirelationsiwithico-worker.

4.1.6.4iEffectiveiperformanceiappraisalisystem.

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 StronglyiAgree 10 20

2 Agree 23 46
 3 Neutral 8 16

4 Disagree 6 12

5 StronglyiDisagree 3 6

Totali 50 100

(Tablei4.9)

Effective performance appraisal system.

50% 46%
45%
40%
35%
30%
25% 20%
20% 16%
15% 12%
10% 6%
5%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree

(Charti4.9)

INTERPRETATIONI

Theitableishowsi46%iofitheirespondentsiagreeitoieffectiveiperformanceiappraisalisystemiexistingiinit
heicompany.

4.1.6.5iEffectiveipromotionaliopportunitiesiinipresentijob,
SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 StronglyiAgree 9 18

2 Agree 26 52

3 Neutral 9 18

4 Disagree 3 6

5 StronglyiDisagree 3 6

Totali 50 100

(Tablei4.10)

Effective promotional opportunities in present job

60%
52%
50%

40%

30%
18% 18%
20%

10% 6% 6%

0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

(Tablei4.10)
INTERPRETATIONI

Theitableishowsi52%iofitheirespondentsiagreeiwithieffectiveipromotionaliopportunitiesiinitheiriprese
ntijob.

4.1.6.6iGoodisafetyimeasuresiexistingiinitheiorganization.

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 StronglyiAgree 15 30

2 Agree 23 46

3 Neutral 3 6

4 Disagree 6 12

5 StronglyiDisagree 3 6

Totali 50 100

(Tablei4.11)
 Good safety measures existing in the organization.

50% 46%
45%
40%
35%
30%
30%
25%
20%
15% 12%
10% 6% 6%
5%
0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

(Charti4.11)

INTERPRETATIONI

Theitableishowsi46%iofitheirespondentsiagreeithatithereiisiaigoodisafetyimeasureiexistingiinitheicomp
any.

4.1.6.7iPerformanceiappraisaliactivitiesiareihelpfulitoigetimotivated.

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 StronglyiAgree 9 18
 2 Agree 23 46

3 Neutral 6 12

4 Disagree 3 3

5 StronglyiDisagree 9 18

Totali 50 100

(Tablei4.12)

Performance appraisal activities are helpful to get motivated

50% 46%
45%
40%
35%
30%
25%
20% 18% 18%
15% 12%
10% 6%
5%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree

(Charti4.12)

INTERPRETATIONI

Theitableishowsi46%iofitheirespondentsiagreeithatitheiperformanceiappraisaliactivitiesiareihelpfulitoi
getimotivated.
4.1.6.8iSupportifromitheico-workeriisihelpfulitoigetimotivated

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 StronglyiAgree 12 20

2 Agree 29 46

3 Neutral 0 0

4 Disagree 6 12

5 StronglyiDisagree 3 6

Totali 50 100

(Tablei4.13)

Support from the co-worker is helpful to get motivated

70%
58%
60%

50%

40%

30% 24%
20%
12%
10% 6%
0%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree
 (Charti4.13)

INTERPRETATIONI

Theitableishowsi58%iofitheirespondentsiagreeithatitheisupportifromitheico-
workeriisihelpfulitoigetimotivated.

4.1.6.9iCareeridevelopmentiopportunitiesiareihelpfulitoigetimotivated

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 StronglyiAgree 10 20

2 Agree 26 52

3 Neutral 2 4

4 Disagree 4 8

5 StronglyiDisagree 8 16

Totali 50 100

(TableiNo.4.14)
 60%
52%
50%

40%

30%
20%
20% 16%

10% 8%
4%

0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree

(Charti4.14)

INTERPRETATIONI

Theitableishowsi52%iofitheirespondentsiagreeithatitheicareeridevelopmentiopportunitiesiareihelpfulit
oigetimotivated.

4.1.7iFactorsiwhichimotivatesiyouitheimost.

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 Salaryiincrease 21 42

2 Promotioni 15 30

3 Leavei 3 6
 4 Motivationalitalki 5 10

5 Recognitioni 6 12

Totali 50 100

(Tablei4.15)

12% Salary increase

10%
42% Promotion
Leave
6%
Motivational talk
30% Recognition

(Charti4.15)

INTERPRETATION

Theitableishowsithatithei42%iofitheirespondentiisirespondingithatiincreaseiinisalaryiwillimotivateithe
mitheimost.i

4.1.8iIncentivesiandiotheribenefitsiwilliinfluenceiyouriperformance
SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 Influence 32 64

2 Doesinotiinfluence 12 24

3 Noiopinion 6 12

Totali 50 100

(Tablei4.16)

12%

24% Influence
Does not influence
No opinion
64%

(Charti4.16)

INTERPRETATIONI
Theitableishowsi64%iofitheirespondentsirespondedithatiincentivesiandiotheribenefitsiwilliinfluenceith
eiriperformancei

4.1.9iManagementiinvolvesiyouiinidecisionimakingiwhichiareiconnecteditoiyouridepartment.

SLiNO NUMBERIOF

PARTICULAR IRESPONDENTS PERCENTAGE

1 Yes 47 94

2 No 0 0

3 Occasionally 3 6

Totali 50 100

(Tablei4.17)

0% 6%

94%

Yes No Occasionally
 (Charti4.17)

INTERPRETATIONI

Theitableishowsi94%iofitheirespondentsiagreeithatitheyitheiManagementiinvolveithemiinidecisionima
kingiwhichiareiconnecteditoiyouridepartment.

4.2iINFERENTIALiSTATISTICS

Ho:iThereiisinoisignificantirelationshipibetweeniincentivesiandiemployee’siperformance.

Std.iDeviati

i Mean on N

Incentives 1.72 .573 50

Employeeiperforman
1.50 .707 50
ce

Correlations

Employeeiperf

i i Incentives ormance

Incentives PearsoniCorrelation 1 .655(**)

i Sig.i(2-tailed) . .000

i SumiofiSquaresiandi
16.080 13.000
Cross-products
 i Covariance .328 .265

i N 50 50

Employeeiperforma PearsoniCorrelation
.655(**) 1
nce

i Sig.i(2-tailed) .000 .

i SumiofiSquaresiandi
13.000 24.500
Cross-products

i Covariance .265 .500

i N 50 50

**iCorrelationiisisignificantiatithei0.01ileveli(2-tailed).

Inference:

iSinceitheiCorrelationiisisignificantiatithei0.01ileveli(2-

tailed)itheinullihypothesisithatiisi“Thereiisinoisignificantirelationshipibetweeniincentivesiandiemp
loyee’siperformance”iisirejectediandianialternativeihypothesisiisiframed.

H1:iThereiisisignificantirelationshipibetweeniincentivesiandiemployee’siperformance.

Ho:iThereiisinoisignificantirelationshipibetweenicareeridevelopmentiopportunitiesianditheiextentiofie
mployeeimotivation

i Mean N
Std.iDeviati
 on

careeridevelopmen
3.70 1.035 50
tiopportunities

extentiofimotivatio
3.36 1.317 45
n

correlations
 careeridevelo
pmentiopport extentiofim

i i unities otivation

careeridevelopmen PearsoniCorrelatio
1 .909(**)
tiopportunities n

i Sig.i(2-tailed) . .000

i SumiofiSquaresiand
53.500 53.111
iCross-products

i Covariance 1.071 1.184

i N 50 45

extentiofimotivatio PearsoniCorrelatio
.909(**) 1
n n

i Sig.i(2-tailed) .000 .

i SumiofiSquaresiand
53.111 76.311
iCross-products

i Covariance 1.184 1.734

i N 45 45

**iCorrelationiisisignificantiatithei0.01ileveli(2-tailed).
Inference:

iSinceitheiCorrelationiisisignificantiatithei0.01ileveli(2-

tailed)itheinullihypothesisithatiisi“Thereiisinoisignificantirelationshipibetweenicareeridevelopme
ntiopportunitiesianditheiextentiofiemployeeimotivation”iisirejectediandianialternativeihypothesisii
siframed.

H1:iThereiisisignificantirelationshipibetweenicareeridevelopmentiopportunitiesianditheiextentiofiemp
loyeeimotivation

Ho:iThereiisinoisignificantirelationshipibetweeniperformanceiappraisalisystemianditheiextentiofimoti
vation.

Std.iDeviati

i Mean on N

Performanceiapp
3.40 1.143 50
raisalisystem

ExtentiofiMotiva
3.60 1.355 50
tion
 Correlations

performancei
appraisalisys ExtentiofiMoti

i i tem vation

Performanceiappr PearsoniCorrelati
1 .962(**)
aisalisystem on

i Sig.i(2-tailed) . .000

i SumiofiSquaresian
64.000 73.000
diCross-products

i Covariance 1.306 1.490

i N 50 50

ExtentiofiMotivati PearsoniCorrelati
.962(**) 1
on on

i Sig.i(2-tailed) .000 .
 i SumiofiSquaresian
73.000 90.000
diCross-products

i Covariance 1.490 1.837

i N 50 50

**iCorrelationiisisignificantiatithei0.01ileveli(2-tailed).

Inference:

iSinceitheiCorrelationiisisignificantiatithei0.01ileveli(2-

tailed)itheinullihypothesisithatiisi“Thereiisinoisignificantirelationshipibetweeniperformanceiappr
aisalisystemianditheiextentiofimotivation”iisirejectediandianialternativeihypothesisiisiframed.

H1:iThereiisisignificantirelationshipibetweeniperformanceiappraisalisystemianditheiextentiofimotivat
ion.

Ho:iThereiisinoisignificantirelationshipibetweeniinterpersonalirelationshipiinitheiorganizationiandiex
tentiofimotivation.

Std.iDeviati

i Mean on N

Employeeirelatio
1.86 .670 50
ns

Extentiofimotivati 3.18 1.119 50

 on

Correlations

Employeei Extentiofimoti

i i relations vation

Employeeirelation PearsoniCorrelati
1 .877(**)
s on

i Sig.i(2-tailed) . .000

i SumiofiSquaresian
23.020 33.260
diCross-products

i Covariance .449 .658

i N 50 50

Extentiofimotivati PearsoniCorrelati
.877(**) 1
on on

i Sig.i(2-tailed) .000 .

i SumiofiSquaresian
33.260 61.380
diCross-products

i Covariance .658 1.253

i N 50 50

**iCorrelationiisisignificantiatithei0.01ileveli(2-tailed).
Inference:

iSinceitheiCorrelationiisisignificantiatithei0.01ileveli(2-

tailed)itheinullihypothesisithatiisi“Thereiisinoisignificantirelationshipibetweeniinterpersonalirelations
hipiinitheiorganizationiandiextentiofimotivation.”iisirejectediandianialternativeihypothesisiisiframed.

H1:iThereiisisignificantirelationshipibetweeniinterpersonalirelationshipiinitheiorganizationiandiexten
tiofimotivation.
 CHAPTER-5

5.1ISUMMARYI

Thisidocumentiaimsiatiprovidingiemployeesiandimanagementimembersiwithitheiinformationithaticani
beibeneficialibothipersonallyiandiprofessionally.iEveryibusinessienterpriseihasimultipleiobjectivesiin
cludingiofiadequateiprofitiforipaymentiofiaireasonableirateiofireturnitoitheiownersiandiforiinvestmentii
nibusinessithroughisatisfactionioficustomers,imaintenanceiofiaicontendediworkforceiandicreationiofiai
publiciimage.iTheibasicijobiofimanagementiofianyibusinessiisitheieffectiveiutilizationiofiavailableihu
maniresources,itechnological,ifinancialiandiphysicaliresourcesiforitheiachievementiofitheibusinessiob
jectives.

iThisiprojectientitlediasi“Employeeimotivation”iwasidoneitoifindioutitheifactorsiwhichiwillimotivateit

heiemployees.iTheistudyiundertakesivariousieffortsitoianalyzeialliofithemiinigreatidetails.iTheiresearc
heriinithisiprojectiatitheioutsetigivesitheicleariideaiofitheientireidepartmentiexistingiinitheicompany.iFr
omitheistudy,itheiresearcheriwasiableitoifindisomeiofitheiimportantifactorsiwhichimotivateitheiemploy
ees.iFactorsilikeifinancialiincentivesiandinonifinancialiinventive,iperformanceiappraisalisystem,igoo
direlationshipiwithico-
workers,ipromotionaliopportunitiesiinitheipresentijob,iemployeeiparticipationiinidecisionimakingiarei
veryimuchieffectitheileveliemployeeimotivation.iItiisialsoiclearifromitheistudyithatitheicompanyiisisoie
ageriinimotivatingitheiriemployeesianditheiripresentieffortiforiitisoifarieffective.i

Theihumaniresourcesicaniplayianiimportantiroleiinitheirealizationiofitheiobjectives.iEmployeesiworkii
nitheiorganizationiforitheisatisfactioniofitheirineeds.iIfitheihumaniresourcesiareinotiproperlyimotivate
d,itheimanagementiwillinotibeiableitoiaccomplishitheidesirediresults.iTherefore,ihumaniresourcesisho
uldibeimanagediwithiutmosticareitoiinspire,iencourageiandiimpelithemitoicontributeitheirimaximumif
oritheiachievementiofitheibusinessiobjectives.
5.2iFINDINGS
Theifindingsiofitheistudyiareifollows

 TheiHeroimotocorpiltdihasiaiwellidefinediorganizationistructure.
 Thereiisiaiharmoniousirelationshipiisiexistiinitheiorganizationibetweeniemployeesiandimanag
ement.
 Theiemployeesiareireallyimotivatedibyitheimanagement.
 Theiemployeesiareisatisfiediwithitheipresentiincentiveiplaniofitheicompany.
 Mostiofitheiworkersiagreedithatitheicompanyiisieageriinirecognizingiandiacknowledgingitheiri
work.
 Theistudyirevealsithatithereiisiaigoodirelationshipiexistsiamongiemployees.i
 Majorityiofitheiemployeesiagreedithatithereijobisecurityitoitheiripresentijob.
 Theicompanyiisiprovidingigoodisafetyimeasuresiforiensuringitheiemployeesisafety.
 Fromitheistudyiitiisiclearithatimostiofiemployeesiagreesitoitheifactithatiperformanceiappraisalia
ctivitiesiandisupportifromitheicoworkersiinihelpfulitoigetimotivated.
 Theistudyirevealsithatiincreaseiinitheisalaryiwillimotivatesitheiemployeesimore.
 Theiincentivesiandiotheribenefitsiwilliinfluenceitheiperformanceiofitheiemployees.

5.3ISUGGESTIONSI

Theisuggestionsiforitheifindingsifromitheistudyiareifollows
  Mostiofitheiemployeesiagreeithatitheiperformanceiappraisaliactivitiesiareihelpfulitoigetimotiv
ated,isoitheicompanyishoulditryitoiimproveiperformanceiappraisalisystem,isoithatitheyicaniim
proveitheiriperformance.

 Nonifinancialiincentiveiplansishouldialsoibeiimplemented;iiticaniimproveitheiproductivityilev
eliofitheiemployees.

 Organizationishouldigiveiimportanceitoicommunicationibetweeniemployeesiandigainico-
ordinationithroughiit.

 Skillsiofitheiemployeesishouldibeiappreciated.

 Bettericarrieridevelopmentiopportunitiesishouldibeigivenitoitheiemployeesiforitheiriimprove
ment.

 Ifitheicentralizedisystemiofimanagementiisichangeditoiaidecentralizedione,ithenithereiwouldib
eiactiveiandicommittediparticipationiofistaffiforitheisuccessiofitheiorganization

5.4iCONCLUSION

Theistudyiconcludesithat,itheimotivationaliprogramiprocedureiiniHEROIMOTOCORPILTDIisifoundi
effectiveibutinotihighlyieffective.iTheistudyioniemployeeimotivationihighlightedisoimanyifactorsiwhi
chiwillihelpitoimotivateitheiemployees.iTheistudyiwasiconductediamongi50iemployeesiandicollectedii
nformationithroughistructurediquestionnaire.iTheistudyihelpeditoifindingsiwhichiwereirelatediwithie
mployeeimotivationaliprogramsiwhichiareiprovidediinitheiorganization.i

Theiperformanceiappraisaliactivitiesireallyiplayiaimajoriroleiinimotivatingitheiemployeesiofitheiorgan
ization.iItiisiaimajorifactorithatimakesianiemployeeifeelsigoodiinihisiworkiandiresultsiinihisisatisfaction
itoo.iTheiorganizationicanistilliconcentrateionispecificiareasiwhichiareievolvedifromithisistudyiiniorde

ritoimakeitheimotivationaliprogramsimoreieffective.iOnlyiifitheiemployeesiareiproperlyimotivated-
itheyiworkiwelliandionlyiifitheyiworkiwellitheiorganizationiisigoingitoibenefitioutiit.iStepsishouldibeita

kenitoiimproveitheimotivationaliprogramsiprocedureiinitheifuture.iTheisuggestionsiofithisireportimayi
helpiinithisidirection.

i BIBLIOGRAPHY
BOOKS

 RobbinsiP.iStephens,iOrganizationaliBehavior,iPrenticeiHall,i7thiEdition,iChapteri
16,ipagesi636-641.
 KoontziHaroldi&iWeihrichiHeinz,iEssentialsiofiManagement,iMciGrawiHill,i5thiE
dition,iChapteri11,ipagesi217-245.
 iDecenzoiA.iDavidi&iRobbinsiP.iStephen,iPersonnel/HRiManagement,iPrenticeiH
all,i3rdiEdition,iChaptersi6,7i&i8,ipagesi117-209.

Magazinesi

 IndiaiTodayi
 Today’sitravelleri
 A&Mi
 BusinessiTodayi
 BusinessiWorldi
 BusinessiDigesti
NewsiPaperi

 TimesiofiIndia
 HindustaniTimesi
 EconomiciTimesi
 TheiPioneeri
 TheiHindui
 Catalysti
 EconomicandPoliticalWeekly
 FinancialiExpressi
Webisitesi

 www.Heroimotorsindia.com
www.indiatimes.com