CHAPTER-1 INTRODUCTION

1.1 ABOUT THE STUDY The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to Ashique Enterprises Ltd; Calicut is mainly conducted to identify the factors which will motivate the employees and the organizational functions in Ashique Enterprises Ltd , Calicut. Managements basic job is the effective utilization of human resources for achievements of organizational objectives. The personnel management is concerned with organizing human resources in such a way to get maximum output to the enterprise and to develop the talent of people at work to the fullest satisfaction. Motivation implies that one person, in organization context a manager, includes another, say an employee, to engage in action by ensuring that a channel to satisfy those needs and aspirations becomes available to the person. In addition to this, the strong needs in a direction that is satisfying to the latent needs in employees and harness them in a manner that would be functional for the organization. Employee motivation is one of the major issues faced by every organization. It is the major task of every manager to motivate his subordinates or to create the will to work among the subordinates. It should also be remembered that a worker may be immensely capable of doing some work; nothing can be achieved if he is not willing to work. A manager has to make appropriate use of motivation to enthuse the employees to follow them. Hence this studies also focusing on the employee motivation among the employees of Ashique Enterprises Ltd. The data needed for the study has been collected from the employees through questionnaires and through direct interviews. Analysis and interpretation has been done by using the statistical tools and datas are presented through tables and charts.

1.1.1RESEARCH PROBLEM The research problem here in this study is associated with the motivation of employees of Ashique Enterprises Ltd, Calicut. There are a variety of factors that can influence a persons level of motivation; some of these factors include

1. The level of pay and benefits, 2. The perceived fairness of promotion system within a company, 3. Quality of the working conditions, 4. Leadership and social relationships, 5. Employee recognition 6. Job security 7. career development opportunities etc.

Motivated employees are a great asset to any organisation. It is because the motivation and Job satisfaction is clearly linked. Hence this study is focusing on the employee motivation in the organisation. The research problem is formulated as follows: What are the factors which help to motivate the employees?

1.1.2 SIGNIFICANCE OF THE STUDY The study is intended to evaluate motivation of employees in the organization. A good motivational program procedure is essential to achieve goal of the organization. If efficient motivational programmes of employees are made not only in this particular organization but also any other organization; the organizations can achieve the efficiency also to develop a good organizational culture. Motivation has variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in more than one way. This helps in retaining and nurturing the true believers who can deliver value to the organization. Proliferating and nurturing the number of true believers is the challenge for future and present HR managers. This means innovation and creativity. It also means a change in the gear for HR policies and practices. The faster the organizations nurture their employees, the more successful they will be. The challenge before HR managers today is to delight their employees and nurture their creativity to keep them a bloom. This study helps the researcher to realize the importance of effective employee motivation. This research study examines types and levels of employee motivational programmes and also discusses management ideas that can be utilized to innovate employee motivation. It helps to provide insights to support future research regarding strategic guidance for organizations that are both providing and using

reward/recognition programs.

1.2 ABOUT THE INDUSTRY 1.2.1 ASHIQUE ENTERPRISES

This firm is come under the Thai Group. It is involved in the marketing of cements, Soap, floor tiles, detergent powder etc. They are the wholesale distributor of cement brands like Coromandal, Sankar etc. of India cements limited. They are the consignment agent of Roofit mix of North Kerala. They also involves in distribution of various soaps manufactured by Ashique Exports (P) Ltd. Ashique Enterprises is situated at Calicut. It had a branch office at Sulthan Bathery near Kanjirandy traders of which come under the ownership of Thai Group. Ashique enterprises also distribute the food products which is produced the plantation of Thai Group Vythiry, Kalpetta. Ashique Enterprises controls and manage almost all the functions of Ashique Exports (P) Ltd. That means in marketing function and finance function etc. Ashique enterprises manage the marketing of products to whole Kerala.

1.3 ABOUT THE COMPANY

About the Thai Group The Thai group has become a leading conglomerate in Kerala with wide business interest in areas ranging from the manufacture of soaps, detergents, shampoos, talcum powders and garments to building materials, mining processing logistics and plantations. Todays recent technological progress and economic

advancement will improve the quality of products and services. The company has been progressing steady from 1984. Many lessons came along with the progress. The firm resolves to add value to services and the growth needs effort and creativity. The business ventures have been adventurous. Thai group had a modest beginning with interest in cement marketing. The group owes more success and progress to its employees, customers, associates and the society of large. The portfolio is very rapidly broadened with the fast moving

consumer goods. The group also grew into the manufacturing consumer now durable. On the first half on 1990s the laundry soap unit was started at Sulthan Bathery in Wayanad. But now Thai Group offering various brands products like Body care, Fabric care, cleaning solutions, Building products & various kinds of agricultural products such as Tea, Coffee, Pepper and Cardamom. In building material they are handling various items like Tiles, Sheet, Cement, Cem powder etc. They are also deals with telecom apparatus.

SISTER CONCERNS UNDER THAI GROUP Ashique Exports (P) Ltd Ashique export Ltd. was started in 1995. This company is situated at Sultan Battery. Ashique Export Pvt. Ltd. manufactures bath soaps, washing soaps and herbal soap. Ashique export Pvt. Ltd. not only has the soap division as its business venture but also has tile division and cement sheet division. Tile division is involved in marketing of major tile brand such as Sonora Nico, Excel etc. Cement sheet

marketing division is engaged in the marketing of various cement sheets available in the market. It gets the order from the retailers and supplies the material at their premises. Ashique Enterprises This firm of Thai group is involved in the trading of soaps, detergents, tiles, cement, cem powder, tea etc. Ashique Enterprises have a branch office Aysha Arcade at Sulthan Bathery and head office at Calicut.

Aghin Chemicals and Cosmetics This firm is located adjacent to Gladys soap factory. They are the manufacturers of detergent powder such as Starlight, Sun Plus, Sun Plus premium, Sub line etc. They manufacture various scoring powder such as Lulu and Sohna. They are the manufacturer of cleaning liquid namely Ridzol. They are the distributor of Rid roach cockroach repellent.

Aysha Associates Along with Ashique export Pvt. Ltd, Aysha associates also involves in the distribution of products of Ashique export Pvt. Ltd. They distribute Gladys Beauty soap, Lexus Beauty soap, Sun Plus detergent powder, Iva lime soap etc Aysha Plantations, Wayanad Around 650 Acre plantation consisting of coffee, Tea and pepper are under the preview of Aysha Plantation Vythiri, Wayanad.

Aghin Agro food Industries Private Limited The company producing various agro foods likes Tea, Coffee, Pepper and Cardamom. Quality system of procurement and preservation enables us to offer you premium quality food products. Le Tea and Thalamala Tea are the premium brands. Both the brands are premium in quality and delicious in use.

Aghin Roadways, Coimbatore It consists of a fleet of 300 trucks and several pick up van for transportation of cement, gypsum, sand, soap tiles etc. This efficient transportation system has its head quarter in Coimbatore. Aghin roadways is equipped with a fully fledged work shop, a vehicle body building unit, fuel filling station and a manufacturing units of chamber bricks. Transworld Mining Industries Private Limited This firm is situated in Thirunelveli. TMI (P) Ltd. They are involved in pulverizing lime stones manufacturing Cem powder and in the manufacturing of precipitated calcium carbonate. Aysha Overseas They manage various businesses in foreign countries like Sharja, Indonesia, Malaysia, Bahrain etc. Ayisha overseas is the overseas business centers of Thai Group. Auriga Technologies This is the Multimedia College situated at Telessery. The one year

multimedia course teaching here is having great current demand. They are also engaged in web designing, software development etc. A.A Associates The firm is engaged in distribution of soap and detergents in Karnataka, Andhra Pradesh, Goa, and Maharashtra. They are established at Mysore.

1.4 PRODUCT PROFILE Toilet Soaps 1. Oliva 2. Oliva Ginger 3. Lexus Mystique Green 4. Lexus Mystique Cream 5. Lexus Mystique White 6. Lexus Mystique Rose 7. Lexus Mystique Purple 8. Eluxus Sensulle 9. Lexus Skin Care Cream 10. Lexus skin care white 11. Jiifa Blue 12. Olium 13. Silk Beauty Soap 14. Jaz Kool Sandal 15. Jaz Kool Lime 16. Camila Tulasi 17. Iva Lime 18. Gladys Herbal 19. Gladys Sandal 20. Medi Pam Herbal Soap

Washing soap 1. Gold 916 2. Speed 3. AA Bar 4. Lexo 160 5. Super Wash 555 6. Dr. Wash

1.5 REVIEW OF LITERATURE Rensis Likerthas called motivation as the core of management. Motivation is the core of management. Motivation is an effective instrument in the hands of the management in inspiring the work force .It is the major task of every manager to motivate his subordinate or to create the will to work among the subordinates .It should also be remembered that the worker may be immensely capable of doing some work, nothing can be achieved if he is not willing to work .creation of a will to work is motivation in simple but true sense of term. Motivation is an important function which very manager performs for actuating the people to work for accomplishment of objectives of the organization .Issuance of well conceived instructions and orders does not mean that they will be followed .A manager has to make appropriate use of motivation to enthuse the employees to follow them. Effective motivation succeeds not only in having an order accepted but also in gaining a determination to see that it is executed efficiently and effectively. In order to motivate workers to work for the organizational goals, the managers must determine the motives or needs of the workers and provide an environment in which appropriate incentives are available for their satisfaction .If the management is successful in doing so; it will also be successful in increasing the willingness of the workers to work. This will increase efficiency and effectiveness of the organization .There will be better utilization of resources and workers abilities and capacities. The concept of motivation The word motivation has been derived from motive which means any idea, need or emotion that prompts a man in to action. Whatever may be the behaviour of man, there is some stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive can be known by studying his needs and desires. There is no universal theory that can explain the factors influencing motives which control mans behaviour at any particular point of time. In general, the different motives operate at different times among different people and influence their

behaviours. The process of motivation studies the motives of individuals which cause different type of behaviour. Definition of Motivation. According to Edwin B Flippo, Motivation is the process of attempting to influence others to do their work through the possibility of gain or reward. Significance of Motivation 1. Motivation involves getting the members of the group to pull weight effectively, to give their loyalty to the group, to carry out properly the purpose of the organization. The following results may be expected if the employees are properly motivated. 2. The workforce will be better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise. 3. Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity. 4. The rates of labors turnover and absenteeism among the workers will be low. 5. There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease. 6. The number of complaints and grievances will come down. Accident will also be low. 7. There will be increase in the quantity and quality of products. Wastage and scrap will be less. Better quality of products will also increase the public image of the business.

Motivation Process. 1. Identification of need 2. Tension 3. Course of action

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4. Result Positive/Negative 5. Feed back

Theories of Motivation. Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne study results (Terpstra, 1979). Six major approaches that have led to our understanding of motivation are McClellands Achievement Need Theory, Behaviour Modification theory; Abraham H Mallows need hierarchy or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory, Two factor Theory. McClellands Achievement Need Theory. According to McClellands there are three types of needs; Need for Achievement (n Ach); This need is the strongest and lasting motivating factor. Particularly in case of persons who satisfy the other needs. They are constantly pre occupied with a desire for improvement and lack for situation in which successful outcomes are directly correlated with their efforts. They set more difficult but achievable goals for themselves because success with easily achievable goals hardly provides a sense of achievement. Need for Power (n Pow) It is the desire to control the behaviour of the other people and to manipulate the surroundings. Power motivations positive applications results in domestic leadership style, while it negative application tends autocratic style. Need for affiliation (n Aff) It is the related to social needs and creates friendship. This results in formation of informal groups or social circle.

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Behavioural Modification Theory; According to this theory people behaviour is the outcome of favourable and unfavourable past circumstances. This theory is based on learning theory. Skinner conducted his researches among rats and school children. He found that stimulus for desirable behaviour could be strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this theory may be found in the installation of financial and non financial incentives. More immediate is the reward and stimulation or it motivates it. Withdrawal of reward in case of low standard work may also produce the desired result. However, researches show that it is generally more effective to reward desired behaviour than to punish undesired behaviour. Abraham H Maslow Need Hierarchy or Deficient theory of Motivation. The intellectual basis for most of motivation thinking has been provided by behavioural scientists, A.H Maslow and Frederick Heizberg, whose published works are the Bible of Motivation. Although Maslow himself did not apply his theory to industrial situation, it has wide impact for beyond academic circles. Douglas Mac Gregor has used Maslows theory to interpret specific problems in personnel administration and industrial relations. The crux of Maslows theory is that human needs are arranged in hierarchy composed of five categories. The lowest level needs are physiological and the highest levels are the self actualization needs. Maslow starts with the formation that man is a wanting animal with a hierarchy of needs of which some are lower ins scale and some are in a higher scale or system of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles the standard economic theory of diminishing returns. The hierarchy of needs at work in the individual is today a routine tool of personnel trade and when these needs are active, they act as powerful conditioners of behaviour- as Motivators. Hierarchy of needs; the main needs of men are five. They are physiological needs, safety needs, social needs, ego needs and self actualization needs, as shown in order of their importance.
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SelfActualization

Ego Needs Social Needs Safety Needs Physiological Needs

Fig (1): Physiological needs

The above five basic needs are regarded as striving needs which make a person do things. The first model indicates the ranking of different needs. The second is more helpful in indicating how the satisfaction of the higher needs is based on the satisfaction of lower needs. It also shows how the number of person who has experienced the fulfilment of the higher needs gradually tapers off. Physiological or Body Needs: The individual move up the ladder responding first to the physiological needs for nourishment, clothing and shelter. These physical needs must be equated with pay rate, pay practices and to an extent with physical condition of the job. Safety: The next in order of needs is safety needs, the need to be free from danger, either from other people or from environment. The individual want to assured, once his bodily needs are satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety needs may take the form of job security, security against disease, misfortune, old age etc as also against industrial injury. Such needs

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are generally met by safety laws, measure of social security, protective labour laws and collective agreements. Social needs: Going up the scale of needs the individual feels the desire to work in a cohesive group and develop a sense of belonging and identification with a group. He feels the need to love and be loved and the need to belong and be identified with a group. In a large organization it is not easy to build up social relations. However close relationship can be built up with at least some fellow workers. Every employee wants to feel that he is wanted or accepted and that he is not an alien facing a hostile group. Ego or Esteem Needs: These needs are reflected in our desire for status and recognition, respect and prestige in the work group or work place such as is conferred by the recognition of ones merit by promotion, by participation in management and by fulfilment of workers urge for self expression. Some of the needs relate to ones esteem e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this means praise for a job but more important it means a feeling by employee that at all times he has the respect of his supervisor as a person and as a contributor to the organizational goals. Self realization or Actualization needs: ` This upper level need is one which when satisfied provide insights to support

future research regarding strategic guidance for organization that are both providing and using reward/recognition programs makes the employee give up the dependence on others or on the environment. He becomes growth oriented, self oriented, directed, detached and creative. This need reflects a state defined in terms of the extent to which an individual attains his personnel goal. This is the need which totally lies within oneself and there is no demand from any external situation or person.

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J.S Adams Equity Theory Employee compares her/his job inputs outcome ratio with that of reference. If the employee perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality, increased absenteeism, voluntary resignation. Vrooms Expectation Theory Vrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated. Two Factor Theory Douglas McGregor introduced the theory with the help of two views; X assumptions are conservative in style Assumptions are modern in style. X Theory
y y y

Individuals inherently dislike work. People must be coerced or controlled to do work to achieve the objectives. People prefer to be directed

Y Theory
y y

People view work as being as natural as play and rest People will exercise self direction and control towards achieving objectives they are committed to

People learn to accept and seek responsibility.

Types of Motivation. Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is morally significant.

15

Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades) Incentives An incentive is something which stimulates a person towards some goal. It activates human needs and creates the desire to work. Thus, an incentive is a means of motivation. In organizations, increase in incentive leads to better performance and vice versa. Need for Incentives Man is a wanting animal. He continues to want something or other. He is never fully satisfied. If one need is satisfied, the other need arises. In order to motivate the employees, the management should try to satisfy their needs. For this purpose, both financial and non financial incentives may be used by the management to motivate the workers. Financial incentives or motivators are those which are associated with money. They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial motivators are those which are not associated with monetary rewards. They include intangible incentives like ego-satisfaction, selfactualization and responsibility.

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INCENTIVES

Financial Incentives incentives

Non-financial

Wages and Salaries. Bonus Medical reimbursement Insurance Housing facility Retirement benefits.

- Competition - Group recognition - Job security - Praise - Knowledge of result - Workers participation. - Suggestion system. - Opportunities for growth

(fig 2: Types of incentives)

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:

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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.
y y y y y y y

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 individuals 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.

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CHAPTER 2 MAIN THEME OF THE PROJECT

2.1 OBJECTIVES OF THE STUDY Primary objective To study the important factors which are needed to motivate the employees. Secondary Objective. 1. To study the effect of monetary and non-monetary benefits provided by the organization on the employees performance. 2. To study the effect of job promotions on employees. 3. To learn the employees satisfaction on the interpersonal relationship exists in the organization. 4. To provide the practical suggestion for the improvement of organizations performance.

2.2 SCOPE FOR FUTURE RESEARCH The present study on employee motivation helps to get clear picture about the factors which motivates the employees. This in turn helps the management to formulate suitable policy to motivate the employees. Hence, the motivational level of the employees may also change. The factors that motivate the employees may change with change in time because the needs of employees too change with change in time. So continuous monitoring and close observation of factors that motivate the employees is necessary to maintain a competent work force. Only with a competent work force an organization can achieve its objective. Moreover, human resource is the most valuable asset to any organization. A further study with in dept analysis to know to what extent these factors motivate the employees is required.

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2.3LIMITATIONS OF THE STUDY The limitations of the study are the following 1. The data was collected through questionnaire. The responds from the respondents may not be accurate. 2. The sample taken for the study was only 50 and the results drawn may not be accurate. 3. Since the organization has strict control, it acts as another barrier for getting data. 4. Lack of experience of Researcher.

2.4 RESEARCH METHODOLOGY The methodology is used for the study the primary and secondary data. Primary data are collected through questionnaire and personal interview, secondary data is in the form of published or unpublished sources. The data needed to prepare this project was obtained from company broachers, periodicals, company websites etc. The secondary data is reliable and also effective. Convenience sampling method is used to collect the data from respondents. Sampling Design. A sample design is a finite plan for obtaining a sample from a given population. Simple random sampling is used for this study. Universe. The universe chooses for the research study is the employees of Ashique Enterprise Ltd. Sample Size. Number of the sampling units selected from the population is called the size of the sample. Sample of 50 respondents were obtained from the population.

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Methods of Data Collection. The datas were collected through Primary and secondary sources. Primary Sources. Primary data are in the form of raw material to which statistical methods are applied for the purpose of analysis and interpretations. The primary sources are discussion with employees, datas collected through questionnaire. Secondary Sources. Secondary datas are in the form of finished products as they have already been treated statistically in some form or other. The secondary data mainly consists of data and information collected from records, company websites and also discussion with the management of the organization. Secondary data was also collected from journals, magazines and books. Nature of Research. Descriptive research, also known as statistical research, describes data and characteristics about the population or phenomenon being studied. Although the data description is factual, accurate and systematic, the research cannot describe what caused a situation. Thus, descriptive research cannot be used to create a causal relationship, where one variable affects another. In other words, descriptive research can be said to have a low requirement for internal validity. Questionnaire. A well defined questionnaire that is used effectively can gather information on both overall performance of the test system as well as information on specific components of the system. A defeated questionnaire was carefully prepared and specially numbered. The questions were arranged in proper order, in accordance with the relevance.

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Nature of Questions Asked. The questionnaire consists of open ended, dichotomous, rating and ranking questions. Pre-testing A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed and all of them were collected back as completed questionnaire. On the basis of doubts raised by the respondents the questionnaire was redialled to its present form. Sample A finite subset of population, selected from it with the objective of investigating its properties called a sample. A sample is a representative part of the population. A sample of 50 respondents in total has been randomly selected. The response to various elements under each questions were totalled for the purpose of various statistical testing. Presentation of Data. The data are presented through charts and tables.

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2.5 ANALYSIS AND INTERPRETATION 2.5.1. Satisfaction of working with colleagues.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 1

PARTICULAR

RESPONDENTS
38 11 1 0 0 50

PERCENTAGE
76 22 2 0 0 100

Chart 1
100 90

80 70
60 50

40 30
20 10

INTERPRETATION The table shows 76% of responds agree that they are satisfied in working with colleagues.

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Str

g ly gree

gree

e tral

isagree

Str

g ly isagree

2.5.2. Relation with immediate supervisor.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 2

PARTICULAR

RESPONDENTS
30 18 2 0 0 50

PERCENTAGE
60 36 4 0 0 100

Chart 2
70
60

50 40
30

20
10

0 Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION The table shows 60% of respondents strongly agree that they have a good relationship with their immediate supervisor.

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2.5.3. Safety of working condition.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 3

PARTICULAR

RESPONDENTS
37 13 0 0 0 50

PERCENTAGE
74 26 0 0 0 100

Chart 3
70
60

50 40
30

20
10

0 Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION The table shows 74% of respondents strongly agree that their working conditions are as safe as they can reasonably be.

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2.5.4. Productive role of the employee.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 4

PARTICULAR

RESPONDENTS
35 9 6 0 0 50

PERCENTAGE
70 18 12 0 0 100

Chart 4
80 70 60

50 40 30 20 10 0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION The table shows 70% of respondents strongly agree that they feel productive in their role.

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2.5.5. Physical work condition for job.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 5

PARTICULAR

RESPONDENTS
43 7 0 0 0 50

PERCENTAGE
86 14 0 0 0 100

Chart 5
100
90

80 70
60

50 40
30 20

10 0

INTERPRETATION The table shows 86% of respondents strongly agree that their physical work conditions are well suited for their job.

27

Str

gly gree

gree

e t ral

i sagree

Str

gly i sagree

2.5.6. Importance of safety.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 6

PARTICULAR

RESPONDENTS
19 28 3 0 0 50

PERCENTAGE
38 56 6 0 0 100

Chart 6
60

50

40

30

20

10 0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION The table shows 56% of responds agree that safety is an important issue.

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2.5.7.Suitability of work schedule and lifestyle.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 7

PARTICULAR

RESPONDENTS
40 9 1 0 0 50

PERCENTAGE
80 18 2 0 0 100

Chart 7
90 80
70 60

50 40 30
20 10

INTERPRETATION The table shows 80% of respondents strongly agree that their work schedule fits their lifestyle.

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Str

gly gree

gree

e t ral

i sagree

Str

g ly i sagree

2.5.8. Understanding the role of self position in achieving the companys priorities.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 8

PARTICULAR

RESPONDENTS
34 16 0 0 0 50

PERCENTAGE
68 32 0 0 0 100

Chart 8
80 70 60

50 40 30 20 10
0

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

INTERPRETATION The table shows 68% of respondents strongly agree that they understand the role of their position in achieving companys priorities.

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2.5.9. Understanding what is expected.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 9

PARTICULAR

RESPONDENTS
34 16 0 0 0 50

PERCENTAGE
68 32 0 0 0 100

Chart 9
80 70 60 50
40 30 20

10 0

INTERPRETATION The table shows 68% of respondents strongly agree that they always understand what is expected from them.

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Str

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gree

e t ral

i sagree

Str

g ly i sagree

2.5.10. Reasonable workload.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 10

PARTICULAR

RESPONDENTS
38 12 0 0 0 50

PERCENTAGE
76 24 0 0 0 100

Chart 10
80 70
60 50 40

30 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION The table shows 76% of respondents strongly agree that their workload is reasonable.

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2.5.11. Understanding companys priorities.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 11

PARTICULAR

RESPONDENTS
35 10 5 0 0 50

PERCENTAGE
70 20 10 0 0 100

Chart 11
80
70 60 50 40

30 20 10 0 Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION The table shows 70% of respondents strongly agree that they understand companys priorities.

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2.5.12. Reasonable stress level.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 12

PARTICULAR

RESPONDENTS
15 30 5 0 0 50

PERCENTAGE
30 60 10 0 0 100

Chart 12
70 60 50 40
30 20

10 0

INTERPRETATION The table shows 60% of respondents agree that the stress level for their job is reasonable.

34

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( '

%$

Str

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&

&

gree

e t ral

i sagree

Str

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2.5.13. Usefulness of staff meeting.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 13

PARTICULAR

RESPONDENTS
10 15 25 0 0 50

PERCENTAGE
20 30 50 0 0 100

Chart 13
60

50

40

30

20 10 0

INTERPRETATION The table shows 50% of respondents stay neutral about the usefulness of staff meeting.

35

10

4 3

10

Str

gly gree

gree

e t ral

i sagree

Str

g ly i sagree

2.5.14. Involvement in decision making.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 14

PARTICULAR

RESPONDENTS
16 26 8 0 0 50

PERCENTAGE
32 52 16 0 0 100

Chart 14
60

50

40

30

20 10 0

INTERPRETATION The table shows 52% of respondents agree that they are involved when a decision made in their area of responsibility.

36

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2.5.15. Coaching from experienced staff.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 15

PARTICULAR

RESPONDENTS
20 21 9 0 0 50

PERCENTAGE
40 42 18 0 0 100

Chart 15
60 55
50

45
40

35
30

25 20
15

10
5

INTERPRETATION The table shows 42% of respondents agree that they receive mentoring from experienced staff.

37

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2.5.16.Satisfaction in well functioning team.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 16

PARTICULAR

RESPONDENTS
39 11 0 0 0 50

PERCENTAGE
78 22 0 0 0 100

Chart 16
90 80
70 60

50 40 30
20 10

INTERPRETATION The table shows 78% of respondents strongly agree that they feel that they are members of a well functioning team.

38

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2.5.17. Sufficient opportunity to attend sufficient staff meetings.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 17

PARTICULAR

RESPONDENTS
10 15 25 0 0 50

PERCENTAGE
20 30 50 0 0 100

Chart 17
60

50

40

30

20 10 0

INTERPRETATION The table shows 50% of respondents stay neutral about attending adequate number of staff meetings.

39

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2.5.18. Getting recognition for the contribution made.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 18

PARTICULAR

RESPONDENTS
25 19 6 0 0 50

PERCENTAGE
50 38 12 0 0 100

Chart 18
60

50

40

30

20 10 0

INTERPRETATION The table shows 50% of respondents strongly agree that they get recognition for the contribution they make.

40

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2.5.19. Effort of supervisor to talk about career goals within the company.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 19

PARTICULAR

RESPONDENTS
11 21 18 0 0 50

PERCENTAGE
22 42 36 0 0 100

Chart 19
45 40
35 30

25 20 15
10 5

INTERPRETATION The table shows 42% of respondents agree that their immediate supervisor make an effort to talk about their career goals within the company.

41

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2.5.20. Availability of resource for the work group to perform its job.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 20

PARTICULAR

RESPONDENTS
30 8 2 0 0 50

PERCENTAGE
80 16 4 0 0 100

Chart 20
90 80
70 60

50 40 30
20 10

INTERPRETATION The table shows 80% of respondents strongly agree that their work group has all the resources it needs to do its job.

42

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2.5.21. Companys attitude towards professional growth.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 21

PARTICULAR

RESPONDENTS
33 10 7 0 0 50

PERCENTAGE
66 20 14 0 0 100

Chart 21
70 60 50 40
30 20

10 0

INTERPRETATION The table shows 66% of respondents strongly agree that the company offers good opportunities for professional growth.

43

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2.5.22. Effective two-way communication between employees and top management.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 22

PARTICULAR

RESPONDENTS
42 7 1 0 0 50

PERCENTAGE
84 14 2 0 0 100

Chart 22
90 80 70
60 50

40 30 20
10

INTERPRETATION The table shows 84% of respondents strongly agree that there is a effective two-way information between employees and top management.

44

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2.5.23. Attractive salary and benefit package.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 23

PARTICULAR

RESPONDENTS
37 12 1 0 0 50

PERCENTAGE
74 24 2 0 0 100

Chart 23
80 70 60 50
40 30 20

10 0

INTERPRETATION The table shows 74% of respondents strongly agree that their salary and benefit package is attractive.

45

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2.5.24. Sufficient salary to keep looking for another job.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 24

PARTICULAR

RESPONDENTS
37 10 3 0 0 50

PERCENTAGE
74 20 6 0 0 100

Chart 24
80 70 60 50
40 30 20

10 0

INTERPRETATION The table shows 74% of respondents strongly agree that their salary is sufficient to keep them from looking for another job.

46

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2.5.25. Discussion to review performance, common problems by work group.

NUMBER OF SL NO
1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Table 25

PARTICULAR

RESPONDENTS
36 13 1 0 0 50

PERCENTAGE
72 26 2 0 0 100

Chart 25
80 70 60 50
40 30 20

10 0

INTERPRETATION The table shows 72% of respondents strongly agree that their work group has regular discussions to review their performance, discuss common problems, or plan ways to improve.

47

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CHAPTER 3 FINDING, SUGGESTION AND CONCLUSION

3.1 FINDING The findings of the study are follows 1. The Ashique Enterprises Ltd; has a well defined organization structure. 2. There is a harmonious relationship is exist in the organization between employees and management. 3. The employees are really motivated by the management. 4. The employees are satisfied with the present incentive plan of the company. 5. Most of the workers agreed that the company is eager in recognizing and acknowledging their work. 6. The study reveals that there is a good relationship exists among employees. 7. Majority of the employees agreed that there job security to their present job. 8. The company is providing good safety measures for ensuring the employees safety. 9. From the study it is clear that most of employees agrees to the fact that performance appraisal activities and support from the co workers in helpful to get motivated. 10. The study reveals that increase in the salary will motivates the employees more. 11. The incentives and other benefits provided is sufficient to keep employees from looking for another job.

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3.2 SUGGESTIONS The suggestions for the findings from the study are follows. 1. Most of the employees agree that the performance appraisal activities are helpful to get motivated, so the company should try to improve performance appraisal system, so that they can improve their performance. 2. Non financial incentive plans should also be implemented; it can improve the productivity level of the employees. 3. Organization should give importance to communication between employees and gain co-ordination through it. 4. Skills of the employees should be appreciated. 5. Better carrier development opportunities should be given to the employees for their improvement. 6. If the centralized system of management is changed to a decentralized one, then there would be active and committed participation of staff for the success of the organization

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3.3 CONCLUSION The study concludes that, the motivational program procedure in Ashique Enterprises LTD is found effective but not highly effective. The study on employee motivation highlighted so many factors which will help to motivate the employees. The study was conducted among 50 employees and collected information through structured questionnaire. The study helped to findings which were related with employee motivational programs which are provided in the organization. The performance appraisal activities really play a major role in motivating the employees of the organization. It is a major factor that makes an employee feels good in his work and results in his satisfaction too. The organization can still concentrate on specific areas which are evolved from this study in order to make the motivational programs more effective. Only if the employees are properly motivated- they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.

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BIBLIOGRAPHY

WWW.thaigrouo.com HRM Review (The ICFI University Press) Kothari C R. Research Methodology-Methods & Techniques-2nd revised edition (2007) New Age International Publishers- New Delhi. Presonal Management Text & Cases C.B Mamoria, S.V Gankar. Human Resource Management Patricia Buhler, D.B.A Human Resource Development & Management Biswanth Gosh

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ANNEXTURE
PROJECT STUDY ON EMPLOYEE MOTIVATION

Questionnaire: Note: SA -Strongly Agree, A -Agree, N -Neutral, D -Disagree, SD -Strongly Disagree

S.N o
1 2

QUESTIONS

AS

A N D SD

I enjoy working with my colleagues. I have a good relationship with my immediate supervisor.

My working conditions are as safe as they can reasonably be.

4 5

I feel productive in my role at Asique Enterprise. My physical work conditions are well suited for my job.

Safety is an important issue at the Asique Enterprise.

7 8

My work schedule fits my lifestyle. I understand the role of my position in achieving Asique Enterprises priorities.

9 10 11

I always understand whats expected of me. My workload is reasonable. I understand what Asique Enterprises priorities are.

52

12 13 14

The stress level for my job is reasonable. Staff meetings are a source of useful information When a decision is made involving my area of responsibility, I am involved in the decision.

15 16

I receive valuable mentoring from experienced staff I feel that I am a member of a well functioning Asique Enterprise team.

17

I have the opportunity to attend an adequate number of staff meetings.

18 19

I get recognition for the contributions I make. My immediate supervisor makes an effort to talk with me about my career goals within the Asique Enterprise.

20

My work group has all the resources it needs to do its job.

21

Asique Enterprise offers good opportunities for professional growth.

22

There is effective two-way information between employees and top management.

23 24

My salary and benefit package is attractive. My salary is sufficient to keep me from looking for another job.

25

My work group has regular discussions to review our performance, discuss common problems, or plan ways to improve.

53