Haseeb

A Study on Employee Motivational Factors and its Effectiveness
EXECUTIVE SUMMARY
The project study on the motivational factors and its effectiveness is considered to be a very relevant topic mainly for the employees working under the most distressed environmental conditions. The study mainly includes the motivational factors and its effectiveness on SUD CHEMIE INDIA PVT Ltd; EDAYAR. The analysis is done mainly through an interview schedule by considering the response given by the employees regarding the motivational factors being offered to them by the company. Most of the employees are dissatisfied with their present working level because of the poor motivational factors being offered to them by the firm. These factors include the disciplinary procedures, the medical or health benefits, their freedom to take decisions, the interest taken by the management in motivating the employees, the poor initiatives that are taken by the HR department of the firm, the incentives that are given to the employees and the physical working conditions being provided by the
organization.
Institute of Management in Kerala, Kundara Page 1
These factors which are listed above have to be well and good rectified in order to bring effectiveness in the productivity and performance in the organization.
Institute of Management in Kerala, Kundara
Page 2
INTRODUCTION
Managements basic job is the effective utilization of human resources for the 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 talence of people at work to the fullest satisfaction. Motivation is the driving force which causes us to achieve goals. The project work entitled a study on the Employee Motivation with special reference to SUD CHEMIE INDIA PVT Ltd; EDAYAR is mainly conducted to identify the factors which will motivate the employees and the organizational functions the firm. 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 study also focuses on the employee motivation among the employees of the firm. The data needed for the study has been collected from the employees through interview schedule. Analysis and interpretation has been done by using the statistical tools and datas are presented through tables and charts. 1.1 Statement of the problem For the existence of any firm human resource serves as the main factor. For increasing the productivity and
efficiency of the firm the employees of the firm must be satisfied with their working conditions. Motivation is the
complex of forces starting and keeping of person at work in an organisation. Motivational factor serves as the major criteria for the increase or the decrease in the performance and the productivity of the employees. The problem in this specific area related to the study is identified mainly through the detailed discussions with the middle level and the lower level employees in the firm. The detailed analysis given by the employees in the firm has revealed the problem related to the firm that the
motivational practices that are being carried out in the firm is too ineffective in bring out jobs satisfaction to the employees. This particular problem related area is studied in detailed an possible out comes are measured.
1.2
Review of Literature Rensis Likerthas called motivation as 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.
Unsatisfied Need
Need Satisfaction
Goal Directed Behavior
Page 5
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. 1.2.1 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 behavior 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 behavior at any particular point of time. In general, the different motives operate at different times among different people and influence their behaviors. The process of motivation studies the motives of individuals which cause different type of behavior. 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.
Page 7
1.2.2
Significance of Motivation
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. 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. Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that they are able to contribute This will to also the progress in of the
organization. productivity.
result
increased
The rates of labors turnover and absenteeism among the workers will be low. There will be good human relations in the organization as friction among the workers themselves and
Page 8
between the workers and the management will decrease. The number of complaints and grievances will come down. Accident will also be low. 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. 1.2.3 Motivation Process
1. Identification of need 2. Tension 3. Course of action 4. Result Positive/Negative 5. Feed back 1.2.4 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, Behavior Modification theory; Abraham H Mallows need hierarchy or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory, Two factors Theory.
1.2.5
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 behavior of the other people and to manipulate the surroundings. results in Power
motivations
positive
applications
domestic
Page 10
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. 1.2.6 Behavioral Modification Theory
According to this theory people behavior is the outcome of favorable and unfavorable past circumstances. This theory is based on learning theory. Skinner conducted his
researches among rats and school children. He found that stimulus for desirable behavior 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 incase of low standard work may also produce the desired result. However, researches show that it is generally more effective to reward desired behavior than to punish undesired behavior.
1.2.7
Abraham H Maslow Need Hierarchy /Deficient theory of Motivation
Page 11
The intellectual basis for most of motivation thinking has been provided by behavioral 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 behavior- 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.
Page 13
SelfActualization
Ego Needs
Social Needs
Safety Needs
Physiological Needs
Fig (2.1) 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 fulfillment 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 are generally met by safety laws, measure of social security, protective labor 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 too feel that he is wanted or accepted and that he is not an alien facing a hostile group. 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 fulfillment 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. 1.2.8 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.
1.2.9
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.
1.2.10 Two Factor Theory Institute of Management in Kerala, Kundara Page 17
Douglas Mc Gregor introduced the theory with the help of two views; X assumptions are conservative in style Assumptions are modern in style. X Theory Individuals inherently dislike work. People must be coerced or controlled to do work to achieve the objectives.
People prefer to be directed. Y Theory
rest
People view work as being as natural as play and
People will exercise self direction and control towards achieving objectives they are committed to
People learn to accept and seek responsibility.

1.2.11 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.
Page 18
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).
1.2.12 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.
1.2.13 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
Page 19
monetary rewards. They include intangible incentives like ego-satisfaction, self-actualization and responsibility. INCENTIVES
Financial Incentives incentives

-
Non-financial
Wages and Salaries. Bonus recognition
Competition Group
Medical reimbursement Insurance Housing facility result
Job security Praise Knowledge of
Retirement benefits. participation.
Workers
Suggestion system.
Page 20
Opportunities for growth
Page 21
1.2.15 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 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. 1.2.16. How to motivate the employees Recognize individual differences Match people to jobs Use goals Individualize rewards Link rewards to performance. Check the system for equity
Dont ignore money. 1.3 Objectives of the study Primary Objective
1.
To identify the various motivational factors given by the firm to its employees and thereby to analyze its
effectiveness on them. Secondary Objective

1.
To see whether the employees are satisfied with the various amenities provided by the company.
2.
To study the effectiveness of the motivational factors that affect the working condition of the employees.
1.4
Research Design Research is a systematic method of finding solutions to
problems. It is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining
knowledge. According to Clifford woody, research comprises of defining and redefining problem, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to determine whether they fit the formulated hypothesis
1.5 Type of Research Design Descriptive research, also known as statistical research, describes data and characteristics about the population or phenomenon being studied. Descriptive research answers the questions who, what, where, when and how. 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. 1.6 Methods of Data Collection The data were collected through Primary and secondary sources. 1.6.1 Secondary Sources Secondary data 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
Page 25
also discussion with the management of the organization. Secondary data was also collected from journals, magazines and books. 1.6.2 Primary Sources The primary sources of data are obtained through interviewing the employees by using a structured schedule the discussion with the executives. 1.6.3 Sampling Technique A sample design is a finite plan for obtaining a sample from a given population. Simple random sampling is used for this study. In a simple random sample, one person must take a random sample from a population, and not have any order in which one chooses the specific individual. 1.6.4 Scaling Technique
5 point scale is being used for the study. The point varies from strongly agree to strongly disagree. It helps to give the varying responses of the respondents towards certain specific questions. 1.6.5 Sample Size
Page 26
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. 1.6.6 Data Analysis Tools and Techniques
The following tools and techniques were used for the analysis Tabulation Tables.
Pie - Charts and Bar Charts.
Percentage Method. Weighted/Average Score Analysis. Simple Percentage Analysis Simple percentage analysis refers to a special kind of ratio. With the help of absolute figure it will be difficult to interpret any meaning from the collected data, but percentage become easy to find out when it becomes two or more attributes . Percentage analysis is often used in data presentation for the simple number reducing all of them from 0 to 100 in which fact facilitates relative comparison. The following formula is used for calculations
Percentage = (Number of respondents in each group / Total respondents) x 100
Pie and bar diagrams were extensively used for analyzing the data. It represents the data variables value as a percentage of total value. Weighted Arithmetic Mean Weighted Arithmetic Mean is mainly used in the situations where the relative importance of all the items in the distribution are not same. If some items in a distribution are more important than other, then this point must be born in mind, in order that average computed is representative of the distribution. In such cases, proper weightage is to be given to various items-the weights attached to each item being
proportional to the importance of the item in the distribution.

Let W1, W2,..Wn be the weights attached to variable
values X1, X2,..Xn respectively. Then Weighted Arithmetic Mean, usually denoted by Xw is given by: Weighted Arithmetic Mean, Xw= (W1X1+W2X2+. +WnXn)/ (W1+W2++Wn)
1.7 Scope 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 programs of employees are made not only in this particular organization but also any other organization; the organizations can achieve a good
organizational culture. The study on the motivational factors helps mainly to analyze and to know the ways that can lead the workers on the different levels on to their better working conditions. It emphasis on the effectiveness of these factors at all the three levels i.e. middle level and lower level employees in the organization. 1.8 Limitations of the study Respondents might have given biased information in certain cases that may affect the reliability of results.
Some employees will be reluctant to answer to the interview schedule due to their busy time schedule.
The
study
is
confined
to
my
knowledge
and
experience.
Page 29
1.9 Chapterisation
Chapter 1: deals with the introduction to the topic, need and importance of the study, definition of concepts, statement of the problem, review of literature, objectives, research design, and scope of the study and limitations of the study.
Chapter 2: deals with the industry profile. Chapter 3: deals with the company profile. Chapter interpretation. 4: deals with data analysis and
Chapter 5: deals with findings, suggestions and conclusion.
Page 30
INDUSTRY PROFILE
Chemicals have known for over 150 years that many reactions are guided in the presence of certain chemicals called catalysts. Good catalysts can induce the rapid transformation of a great many reactant molecules while their reaction apparently suffering little alteration in
character or quality. The first introduction of the word catalysis was by Berzelius in 1836, while Oswald presented the first definition in 1895. He described a catalyst as a substance that changes the rate of a chemical reaction without itself appearing in the product. Catalysts have an
enormous impact on the chemical industry, because they have following roles like Enable reaction to take place Make process more efficient Make processes environmentally friendly. A 0.5% to 1% increase in selectivity can lead to a million dollar increase in operating profit for certain
processes. About 80% of processes in the chemical industry

now depend on catalysts to work efficiently and the number is rising. Since the chemical industry is one of the most important and competitive sector of all developed
economics, particularly in UK it is not surprising that catalyst is an extremely active research area. If the catalyst exists in the same phase as the reactants it is said to be
homogenous, otherwise it is heterogeneous. In practice, this is usually reserved for systems involving solid catalysts. Irrespective of the nature of the catalysts, it must have certain properties to make it economically viable. First, it must be highly active . Catalysts work by virtue of processing certain active site in their structure. Another important requirement is long life time. A third and crucial characteristic is selectivity. Catalyst actually directs the course of the reaction as well as speed it up. In the chemical industry, catalysts are used in order to bring some chosen reaction as close as possible to a selected equilibrium point in the shortest possible time. When a molecule interact with a catalyst, the sharp corners of the catalyst are involved in the breakup of the molecule into atoms i.e. these sites are more active than others. Active sites are an array of sites that can chemisorbs
an atom or molecule in a localized mode. Langmuir suggested that all available active sites are identical. Taylor was the first who proposed that a solid surface with catalytic properties may contain not one, but many types of active sites. The key factor in designing support metal catalyst is the knowledge about the reaction mechanism and
information about the role of different types of active sites in a given step of the catalytic reaction. The performance of supported governed mono-functional by the metal monometallic particle size, catalyst is
metal
support
interaction and the electronic properties of the metal. It is interesting to note that the rate of formation of the oxides of transition metals like Copper, Palladium and Platinum metal are low. The oxides of P-block metals and lanthanides can easily be reduced to zero valences. The reduction of metal oxides with high heat of formation (e.g. Al2o3) is rather difficult therefore they are usually applied as catalyst supports. Transition metals like Zn with an intermediate value for the heat of formation of their oxides are frequently used as promoters in supported metal catalysts.
Page 33
COMPANY PROFILE
Sud-Chemie
India
Pvt.
Ltd.
is
engaged
in
the
manufacture of catalysts for various applications. Catalyst is a chemical substance used for increasing or decreasing the rate of chemical reaction and this process is known as Catalysis. The catalyst may participate in multiple chemical transformations. Catalysts that speed the reaction are called positive catalysts. Catalysts that slow down the reaction are called negative catalysts or inhibitors. The main activities of Sud-Chemie India Pvt. Ltd. are manufacturing, sales and technical services related to catalysts for various applications in fertilizers, petroleum and petrochemical industries. The company has two
manufacturing units in India, one in Cochin and the other in Baroda (Gujarat). The Cochin plant is situated on the banks of river Periyar, opposite to FACT, Udyogmandal Division and the locality is known as Binanipuram which is part of Edayar Industrial Development Area. The main products are C12
series of high temperature shift catalysts, C12 series of low temperature shift catalysts, C7 series of sulphur absorbents
and Vanadium Pent Oxide catalyst for Sulphuric acid manufacture.
Page 35
3.1 Origin The company was founded by Sri Fazal Lalljee and Sri Altaf Lalljee and was registered in 1969 as Catalysts and Chemicals India (West Asia) Pvt. Ltd. The name was first changed to United Catalysts India Ltd. and then to SudChemie India Ltd., consequent to change in name of the parent company. Manufacturing operations at Cochin unit has started in 1970. Baroda unit was started in 1978. The company has been catering to the Syngas catalyst requirements of almost all the fertiliser manufacturing companies in India and is market leaders for Syngas catalysts in India. Refineries and Petrochemical industries are also using our catalysts. With the introduction of MIDREX catalysts they started meeting the requirements of Sponge Iron Plants also. Now they have started feeding to the highly competitive automobile sector also with our Catalytic Converters for two and three wheelers as OEM suppliers. 3.2 Guided by the Group Division Sud-Chemie India is guided by the vision and mission of Sud -Chemic AG, Germanie the parent company. Sud-
Chemie is a highly-innovative, listed, specialty Chemicals

Company head quartered in Munich. With its two division of Adsorbents and catalysts, the Sud-Chemie Group, which has around 4,800 employees, generates total sales of approx. 1 billion Euros. Sud-Chemie holds an extremely strong
position on global markets, almost 80 percent of group sales being realized with customers outside Germany. It
systematically exploits the potential offered by fast-growing regions, notably in Southeast Asia and the Middle East. 3.3 Strategy Sud-Chemie continuously pursues its goal of sustained organic growth coupled with a significant improvement in profitability. Based on organic growth alone, the Group is
aiming to reach sales of over 1.2 billion euros and above average increasing Earning before Taxes depreciation and amortization and Earning before Interest Taxes margins.
Sud-Chemies strategy for realizing these financial targets resets on the four pillars of technology and innovation, customer loyalty and orientation, process optimization and also portfolio and investment management. 3.4 BOARD OF DIRECTORS: SUD-CHEMIE INDIA
Dr. Hans Jurgen Wernicke Chairman

Dr. Hans Joachim Muller Director Mr. Viktor Bernhardt Director Mr. Arshia A. Lalljee Managing Director Mr. Iskander A. Lalljee Jt. Managing Director Mrs. Hamida A. Lallijee Whole Time Director 3.5 CULTURE AND VALUES
To conduct the business with integrity To act with honesty and trust towards business partners, employee and community; to treat every one with dignity, respect and fairness.
To respect the laws of the country and observe them in letter and spirit; to take pride in paying taxes.
To satisfy customers requirements by providing them good quality products and services.
To work with suppliers towards improvement of their products.
To respect nature and adopt least polluting processes and practices; to use minimum resources.
Page 38
To recognize that every employee has talent and potential; to provide opportunity for every individual to develop
To implement safe work practices; to avoid causing harm to the community. 3.6 Mission The Sud-Chemie group constantly endeavors to
achieve customer satisfaction by supplying quality products and services. decades. It has been in this field for almost four
Most of the customers have been with this
organization all these years. The company is proud that it could cater to its customers varied requirements arising from time to time. Sud-Chemies products ensure sparing use of energy and water as natural resources, enhancing the quality of life for both humans and the environment. Adsorbents
guarantee customized products with optimal properties in the sectors of beverages, consumer goods, packaging and foundries. Sud-Chemies catalysts are essential for efficient chemical and petrochemical processes and offer optimal
Page 39
solutions in the areas of hydrogen production and emission control. 3.7 Span of Control Sud-Chemie India has got two marketing offices located at Delhi and Mumbai. Exports are mainly handled through Mumbai & Cochin. Imports for Cochin units are directly
managed and requirement of Baroda unit is managed through Mumbai Office. Purchases are handled at Cochin, Mumbai and Baroda Offices. Accounting is done at all offices and Corporate Finance and Corporate HRD matters are handled at Cochin. Corporate Secretarial matters are also
handled from Cochin. R & D works are mainly concentrated at Cochin; however certain works are undependably handled at Baroda also. Managing Director and Joint Managing
Director are stationed at corporate office at Delhi. Factory related matters are handled at Cochin and Baroda for the respective manufacturing units. 3.8 Cochin Unit This unit was started in 1970. Almost 25-30% of entire production of Sud-Chemied India is carried out through Cochin unit. This unit is equipped with sophisticated
Page 40
machineries and a well setup quality assurance laboratory. Cochin unit of Sud-Chemie has a total number of 500 employees. Production process is continuous throughout the year. Supervisors and unskilled labors works in three shifts, 8 am to 4 pm, 4 pm to 12 am and 12 am to 8 am. For the managers and executives the office time is between 9 am to 5.45 pm. 3.9 Products and Uses Catalysts reduce the amount of energy needed to activate chemical reactions. Almost every process in the manufacture of a chemicals, petrochemicals & fertilizers require specific catalysts. Catalysts vary in composition,
structure and shape according to the chemical reaction in which they are used. Sud-Chemie India manufactures a wide range of
catalysts for varied applications in Fertilizers Industries, Refineries, Petrochemical plants, Sponge Iron plants and now for emission control in automobiles and stationery engines. Its products are the result of many years research and development work. Apart from the regular product lines, it also develops and manufactures catalysts as per the specific
requirements of customers under secrecy agreements. The well equipped R & D division and pilot plant at Cochin are capable of taking care of all such requirements. 3.10 PRODUCT PROFILE SL. No 1 Real Name of Catalyst High Temperatur e Shift Contrast 2 Low Temperatur e Shift Contrast 3 Sulphuric Acid Catalysts SULPHUR MAX SHIFTMA X 210 C18 Low Temperatur e Shift Carbon dioxide conversion Tablet SHIFTMA X 120 C12 Brand Name Type Applicatio n/ Process Carbon monoxide conversion Shape
Tablet
C116 For the manufactur e of Sulphuric Acid by Contact process
Ribbed ring extruda te
Page 42
3.11 AWARDS Sud-Chemie India has received a number of awards and recognitions for its manufacturing capabilities and export performance.
Received ICMA Award in 1989 for outstanding role in developing Encilite-2 a high tech catalyst along with NCL and playing crucial role in the development of Albene technology successfully commercialized by Hindustan Polymers.
Received ICMA Award in 1990 for exporting Knowledge based high tech products in competition with worlds renowned companies.
Received
from
CHEMEXCIL
certificate
of
Merit
for
outstanding export performance during 1992-93.
Page 43
DATA ANALYSIS AND INTERPRETATION
The study is mainly done by having an interview schedule with the respondents in the organization who are selected mainly through the simple random sampling method. Data are collected from 50 respondents. The opinion of these respondents regarding the various factors that are associated with the motivational factors are known and they are analyzed and tabulated. The collected data are then tabulated mainly by using the percentage method and the weighted/average score analysis. The representation of the data is done mainly through the tables and charts like pie charts and bar charts. Analysis of data is considered to be highly skilled and technical job which could be carried out only by using the detailed supervision. It is thought the systematic analysis that the underlying features of data are revealed and the valid generalization are arrived at.
Page 44
A Study on Employee Motivational Factors and its Effectiveness 1.
Opinion regarding the working experience in the firm A question was asked to the respondents regarding the
duration of working in the firm and the response are tabulated below in the Table. Table 4.1 Opinion regarding the working experience in the firm Number of Respondents 7 4 5 9 25 50 Percenta ge 14 8 10 18 50 100
Response 1 year 2 year 3 year 4 year >5 year Total
The above analysis shows that 50 percent of the workers have an experience of more than 5 years, 18percent
have 4year experience, 10percent has 3years of experience, 8percent has 2 year experience, and 14percent has 1year experience.
Figure 4.1 Opinion regarding the working experience in the firm
50 50 45 40 35 Percentage 30 25 18 20 15 8 10 5 0 1 year 2 year 3 year Response 4 year >5 year 14 10
Page 46
Page 47
4.2 Opinion regarding the satisfaction level with the present working condition A question was asked to the respondents regarding the satisfaction level to the present working condition in the firm and the responses are tabulated below in the table. Table 4.2 Opinion regarding the satisfaction level with the present working condition Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total 50 100 Number of Respondents 3 2 10 25 10 4 20 50 20 Percentage 6
Page 48
Above analysis shows that 50 percent of employees disagree with the present working condition, only 4percent were agree with it.
Figure 4.2 Opinion regarding the satisfaction level with the present working condition
Page 49

50 50 45 40 35 30 25 20 15 10 5 0 Strongly Agree Agree Neutral Response Disagree Strongly Disagree 6 4 20 20
Percentage
Page 50
4.3. Opinion
regarding
the
disciplinary
procedure
adopted by the company A question was asked to the respondents
regarding the Satisfaction level with the disciplinary procedure adopted by the company and the responses are tabulated below in the table. Table 4.3 Opinion regarding the disciplinary procedure adopted by the company Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total Number of Respondents 4 12 9 16 9 50 Percentage 8 24 18 32 18 100
Above analysis shows that 32 percent respondents are disagree with the disciplinary procedures of the company,8 percent are only agree with the same.
Figure.4.3 Opinion regarding the disciplinary procedure adopted by the company
32 18
18
8 24
Strongly Agree Agree Neutral Disagree Strongly Disagree
Page 52
4.4.
Opinion about the health benefits or medical facilities provide by the company A question was asked to the respondents
regarding the health benefits or medical facilities provided by the company and the responses are tabulated below in the table. Table 4.4 Opinion about the health benefits or medical facilities provide by the company Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total Number of Respondents 4 7 2 24 13 50 4 48 26 100 Percentage 8 14
Page 53
Above analysis shows that 48 percent are disagree, 4 percent of employees are neutral with the health benefits or medical facilities provided by the company.
Page 54
Figure.4.4 Opinon about the health benefits or medical facilities provided by the company
48 50 45 40 35 30 Percentage 25 20 15 10 5 0 S trongly A gree A gree Neutral R esp on se D isagree S trongly D isagree 8 4 14 26
Page 55
4.5 Opinion to know if the company provides opportunities to update my knowledge and skills A question was asked to the respondents
regarding. The Company provides opportunities to update my knowledge and skills and the responses are tabulated below in table. Table 4.5 Opinion to know if the company provides opportunities to update my knowledge and skills Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total Number of Respondents 4 8 9 13 16 50 Percentag e 8 16 18 26 32 100
Above
analysis
reveals
that
32
percent
of
the
employees strongly agree that the company does not
Page 56
provide any opportunities for the employees to update their knowledge and skills.
Page 57
Figure.4.5 Opinion to know if the company provides
opportunities to update my knowledge and skills
35 30 25 20 15 10 5 0 S trongly Agree Agree Neutral Re sponse Disagree 8 18 16
32
26
Percentage
Strongly Disagree
Page 58
4.6 Opinion regarding whether the company provides freedom to the respondents to take decisions by their own. A question was asked to the respondents
regarding the company provides me freedom to take my decisions on my own and the responses are tabulated below in the table. Table 4.6 Opinion regarding whether the company provides freedom to the respondents to take decisions by their own. Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total Number of Respondents 2 6 3 23 16 50 Percenta ge 4 12 6 46 32 100
Above analysis shows that 46 percent of workers disagree that the company provides freedom to take
decisions on their own while, 4 percent strongly agree. This reveals that the company curtails the freedom to the employees to take decision by themselves.
Figure.4.6 Opinion regarding whether the company provides freedom to the respondents to take decisions by their own.
32
4 12
6 46 Strongly Agree Agree Neutral Disagree Strongly Disagree
Page 60
4.7 Opinion regarding whether the company is very open to ideas and suggestions given by the employees A question was asked to the respondents
regarding the company is very open to ideas and suggestions given by the employees and the responses are tabulated below in the table. Table 4.7 Opinion regarding whether the company is very open to ideas and suggestions given by the employees Response Strongly Agree Agree Neutral 6 2 12 4 Number of Respondents 11 Percenta ge 22
Page 61
Disagree Strongly Disagree Total
20 11
40 22
50
100
Against the Questionnaire 40 percent of employees disagree that the company is not very open to ideas and suggestions given by the employees while 4 percent of them were neutral to the statement.
Figure.4.7 Opinion regarding whether the company is very open to ideas and suggestions given by the employees
Page 62

40 40 35 30 25 Percentage 20 15 10 4 5 0 Strongly Agree Agree Neutral Response Disagree Strongly Disagree 12 22 22
Page 63
A Study on Employee Motivational Factors and its Effectiveness 4.8.
Opinion to know if there is satisfaction from the Human Resource department A question was asked to the respondents
regarding the satisfaction with the support from the HR department and suggestions given by the employees and the responses are tabulated below in the table. Table 4.8 Opinion to know if there is satisfaction from the Human Resource department Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total Number of Respondents 5 8 13 16 8 50 Percenta ge 10 16 26 32 16 100
Page 64
Above analysis shows that 32 percent disagree with the support from the Human Resource department,
10percent strongly agree with the statement.
Figure.4.8 Opinion to know if there is satisfaction from the Human Resource department 35 30 25 Percentage 20 15 10 5 0 Strongly Agree Agree Neutral R e sponse
32 26
16 10
16
D is agree
Strongly D is agree
A Study on Employee Motivational Factors and its Effectiveness 4.9.
Opinion to know if there is the management is really interested in motivating the employee A question was asked to the respondents
regarding their interest in motivation factors provided by the management and suggestions given by the employees given by the employees and the responses are tabulated below in the table. Table 4.9 Opinion to know if there is the management is really interested in motivating the employee Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total Number of Respondents 4 7 4 20 15 50 Percent age 4 14 8 40 30 100
The above analysis reveals that 40 percent of the employees disagree with the statement that
Page 66
management
is
not
interested
in
motivating
the
employee, 4percent agree to this.
Page 67
Figure.4.9 Opinion to know if there is the management is really interested in motivating the employee
4 30
14 8
40
Strongly Agree Agree Neutral Disagree Strongly Disagree
Page 68
4.10. Opinion regarding which type of incentives that motivates the employee more A question was asked to respondents to specify their responses regarding the type of incentives that motivates the employee more and the tabulation is given below. Table 4.10 Opinion regarding which type of incentives that motivates the employee more
Response Monetary Benefits Non-Monetary Benefits Both Total
Number of Respondents 22 16
Percenta ge 44 32
12 50
24 100
The above analysis shows that 44 percent of the respondents agree with monetary benefits and 24 percent agree that both will motivated them.
Page 69
Figure 4.10 Opinion regarding which type of incentives that motivates the employee more
44 45 40 35 24 30 Percentage 25 20 15 10 5 0 Monetary B enefits Non-Monetary Benefits R esponse B oth 32
Page 70
4.11
Opinion regarding the incentives provided by the organization. A question was asked to respondents to specify their
rating of the incentives provided by the organization and the tabulation is given below. Table 4.11 Opinion regarding the incentives provided by the organization. Response Excellent Good Neutral Poor Very poor Total Number of Respondents 2 8 10 20 10 50 Percentage 4 16 20 40 10 100
Page 71
From the above analysis it is clear that 40 percent are of the opinion that the incentives provided by the
organization are poor, only 4 percent agree.
Figure.4.11 Opinion regarding the incentives provided by the organization.
Page 72

40
40 35 30 25 Percentage 20 15 10
4 16
20
10
5 0 E xcellent Good Neutral R esponse P oor V ery poor
Page 73
4.12 Opinion about whether the incentives and other benefits will influence the employee
performance A question was asked to respondents to specify their opinion about whether the incentives and other benefits will influence the employee performance and the tabulation is given below Table 4.12 Opinion about whether the incentives and other benefits will influence the employee performance Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total Number of Respondents 10 23 3 12 2 50 Percent age 20 46 6 24 4 100
Page 74
Above analysis shows that about 50 percent of the employees agree that the incentives and other benefits will influence their performance, and 6 have given a opinion.
Page 75
Figure 4.12 Opinion about whether the incentives and other benefits will influence the employee performance
50 45 40 35 30 Percentage 25 20 15 20
46
24
6 10 5 0 Strongly Agree Agree Neutral Response Disagree Strongly Disagree 4
Page 76
4.13
Opinion regarding the Good physical working conditions which are provided in the organization. A question was asked to respondents to specify their
opinion about the statement that Good physical working conditions are provided in the organization and the
tabulation is given below. Table 4.13 Opinion regarding the Good physical working conditions which are provided in the organization. Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total Number of Respondents 2 6 4 21 17 50 Percentage 4 12 8 42 34 100
The above analysis shows that 42 percent are disagree that good physical working conditions are provide in the
organization, 4 percent of the respondents are agree with the statement.
Figure 4.13 Opinion regarding the Good physical working conditions which are provided in the organization.
45 40 35 30 Percentage 25 20 15 10 5 0 S tro ng ly A g re e A g re e Ne utra l R espondense 12 8 4
42
34
D isa g re e
S tro ng ly D isag re e
Page 78
4.14.
Opinion to know whether the employees in the organization feel secured about their job A question was asked to respondents to specify their opinion how secure they feel about their job in the organization and the tabulation is given below. Table 4.14 Opinion to know whether the employees in the organization feel secured about their job Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total Number of Respondents 4 8 10 20 8 50 Percentag e 8 16 20 40 16 100
Page 79
The above analysis shows that 40 percent disagree that the employees in the organization is not secured in their job, 8 percent are only agree with it.
Figure 4.14 Opinion to know whether the employees in the organization feel secured about their job
40 40 35 30 25 Percentage 20 15 8 10 5 0 Strongly A gree Agree Neutral R esponse D isagree Strongly D isagree 16
20 16
Page 80
Page 81
A Study on Employee Motivational Factors and its Effectiveness 4.15
Opinion to know whether the employees are give good status A question was asked to respondents to specify their
opinion about the statement whether the job gives much status to the employees and the tabulation is given below. Table4.15 Opinion to know whether the employees are give good status Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total Number of Respondents 4 8 10 16 12 50 Percenta ge 8 16 20 32 24 100
The above analysis shows that 32 percent of employees disagree that the job they do gives them a good status, 8 percent agree with it.
Figure .4.15 Opinion to know whether the employees are give good status
35
32
30 24 25 20 20 P ercentage 15 8 16
10
0 Strongly Agree Agree Neutral R esponse D isagree Strongly D isagree
Page 83
4.16.
Opinion to know if the members are
benefited by the promotion policies of the organization. A question was asked to respondents to specify their opinion about the statement whether the members are benefited by the promotion policies of the organization and the tabulation is given below. Table 4.16 Opinion to know if the members are benefited by the promotion policies of the organization. Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total Number of Respondents 3 7 5 24 11 50 Percentage 6 14 10 48 22 100
Page 84
The above analysis shows that 48 percent disagrees that the members are benefited by the promotion policies of the organization, 6 percent strongly agree with the
statement.
Figure.4.16 Opinion to know if the members are benefited by the promotion policies of the organization.
48 50 45 40 35 30 Percentage 25 20 15 10 5 0 S tro ng ly A g re e A g re e N e utra l R espon se
22 14 10 6
D is a g re e
S tro ng ly D is a g re e
4.17.
Opinion
to
know
how
the
employees
characterize the
working relationship with the
immediate superior A question was asked to the respondents to specify their responses on the working relationship with immediate superior and the tabulation is given below Table 4.17 Opinion to know how the employees characterize the working relationship with the immediate superior
Page 86
Response Strongly Agree Agree Neutral Disagree Strongly Disagree Total
Number of Respondents 4 12 8 17 9 50
Percenta ge 8 24 16 34 18 100
Above analysis shows that 34 percent disagree that employee working relationship with the immediate superior is good, 8% respondents strongly agree to the same.
Figure.4.17 Opinion to know how the employees characterize the working relationship with the immediate superior
34 35
30 24 25 18 16
Percentage
20
15 8
10
0 Strongly Agree Agree Neutral Response Disagree Strongly Disagree
Page 88
4.18 Suggestions as to include any other external methods by the company Suggestions Fair Remuneration Fair Promotion Transmission Smooth Working Environment Fair Promotional Policies Number of Respondents 12 9 15 8
Majority of the respondents have given the suggestion that smooth working environment can motivate them more in their work.
Page 89
Fig.No.4.18 Suggestions as to include any other external methods by the company

8 15
12
9 F a ir R e m u n e ra tio n
F a ir P ro m o tio n T ra n s m is s io S m o o th W o rk in g E n v iro n m F a ir P ro m o tio n a l P o lic ie s
Page 90
Weighted arithmetic mean The factors that strongly affect the motivational policy of the firm are selected and then it is used for doing the weighted / average score analysis. The corresponding results after tabulation is given bellow.
1.
Opinion regarding the level
of
disciplinary
procedure adopted by the company. The question was asked to the respondents to know the level of disciplinary procedures adopted by the company. The corresponding response are collected and tabulated in the table below. Table 4.19 Number of respond ents 4 12 9 16 9 Mean score
Opinion
Rating
Score
Strongly agree Agree Neutral Disagree Strongly disagree
5 4 3 2 1
20 48 27 32 9 2 2.7
Page 91
Total
50
15
136
Calculation: (4x5+12x4+9x3+16x2+9x1)/50=2.72 From the above analysis we can conclude that the obtained weighted mean value 2.72 has is lesser than the average value. So we conclude that the respondents disagree to the disciplinary procedure adopted by the company. 2. Opinion about the health benefit or medical facilities provided by the company. The question was asked to the respondents to know the opinion about the health benefits or medical facilities provided by the company. The corresponding response are collected and tabulated in the table below. Table No 4.20 Opinion Number of responde nt Strongly agree Agree 4 7 5 4 20 28
Page 92
Rating
Score
Mean score
2.3
Neutral Disagree Strongly disagree Total
2 24 13 50
3 2 1 15
6 48 13 115
From the above analysis we can know that the obtained weighted mean value 2.3 is lesser than the average value. So we conclude that the respondents disagree with the health benefits or medical facilities provided by the
company. 3. The opinion to know if the management is really interested in motivating the employees. The question was asked to the respondents to know if the management is really interested in motivating them. The corresponding response are collected and tabulated in the table below. Table No 4.21 Opinion Number of respondents Strongly agree 4 5 20
Page 93
Rating
score
Mean score
Agree Neutral Disagree Strongly disagree Total
7 4 20 15
4 3 2 1
28 12 40 15 2.3
50
15
115
From the above analysis we can know that the obtained weighted mean value 2.3 is lesser than the average value. So we conclude that the respondents disagree with the health benefit or medical facilities provided by the company. 4. Opinion to know if the organization provides good physical conditions The question was asked to the respondents to know whether the company provides good physical condition to its employees. The corresponding response are collected and tabulated in the table below. Table No 4.22 Opinion Number of responde nts 2 Rating score Mean score
Strongly
10
Page 94
agree Agree Neutral Disagree Strongly disagree Total 6 4 21 17 50 4 3 2 1 15 24 12 42 17 105 2.1
From the above analysis we can know that the obtained weighted mean value 2.1 is lesser than the average value. So we conclude that the respondents disagree that the organization does not provide good physical condition.
Page 95
5.
The members are benefited by the promotion policies of the organization. The question was asked to the respondents to know
whether the members are benefited by the promotion policies given by the company. The corresponding response are collected and tabulated in the table below. Table No 4.23 Opinion Strongly agree Agree Neutral Disagree Strongly disagree Total 50 15 117 7 5 24 11 4 3 2 1 28 15 48 11 2.34 Number of respondents 3 5 15 Rating score Mean score
From the above analysis we can know that the obtained weighted mean value 2.34 is lesser than the average value. So we conclude that the respondents disagree that they are benefited by the promotion policies of the organization.
Page 96
Result of the weighted average Method The factors that affect the promotional policies of the organization are raked using the Weighted/Average Score Analysis. Table No 4.24 Stron gly Agree Stron gly Disag ree
Factors/ Rank level of disciplina ry procedur e health benefit or medical facilities Managem ent is really intereste d in motivatin g the employee s.
Agr ee
Neutr al
Disag ree
W M
Ran k
12
16
2.7 2
24
13
2.3
20
15
2.3
Page 97
organizat ion provides good physical condition s promotio n policies
21
17
2.1
24
11
2.3 4
Here by analyzing the rank of the different factors that affect the motivational policy of the firm we can conclude that level of disciplinary procedure ranks first and it is followed by the promotional policies provided by the organization. The factor that ranks the third position is health benefit that is being provided to the employees by the company. The factor that ranks the fourth position is that, management is really interested in motivating their employees. The factor that ranks the least position is good physical working condition offered to the employees by the company.
Page 98
FINDINGS
Majority of the respondents have an experience of more than five years.
Most of the respondents disagree with the present working condition.
Majority of the respondents disagree with the disciplinary procedure of the company.
Most of the respondents disagree with the health benefit provided by the company.
The company is not updating the knowledge and skills of the employees.
Page 99
The company is not providing the employees to take the decision on their own.
The company is not very open to ideas and suggestion given by the employees.
There is no support from the human resource department.
The company is not really interested in motivating the employees.
Monetary benefits can motivate the employee more. The incentive provided in the organization is very poor.
The majority of the respondents agree that incentives and the benefits will influence their performance.
The company is not providing good physical condition to them.
The workers were not secured in their job. Majority of the respondents disagree that they do not get good status to their work.
Page 100
Majority of the respondents disagree that the members are not benefited by the promotion policies of the organization.
The employee superior relation is not good.
SUGGESTIONS
Identify the needs and the requirements of the employees in the firm. Health benefits can be offered to the employees of the company by having many
Page 101
numbers of medical camps for them in a periodic basis.
Leisure hours and entertainment packages can help greatly in motivating the employees.
The motivational factors that are given to the employees by the other firm have to be found out and analyzed and these practices must also be developed in the firm.
The HR department must be pro - active in finding out the required motivational needs of the
employees in the firm. The upward and the down ward communication can help in motivating the employees more.
Page 102
CONCLUSION
The project study on motivational factors and its effectiveness has concluded with the relevant findings and suggestions. The analysis of the responses from the respondents and the result of the weighted or average score analysis reveals that the motivational factors that are provided to the employees in the firm is quite ineffective. The project study was related to the objectives specified in the project. By adopting the suggestions that are detailed above in the study the management can maintain and improve the strategy of the motivational factors for the improvement of the employees as well as organizational.
Page 103
BIBLIOGRAPHY 1. Books
Kothari C.R., (2002), Research Methodology, IInd
Edition, New Delhi, Wishwa Prakashan.
Subba
Rao.,
(2005),
Human
Resource
Management, IInd Edition, New Delhi, Excel Books. Sekaran Uma, Research Methods for Business a Fourth Edition, Singapore ;
Skill Building Approach
John Wiley and sons (Asia) Pte Ltd.
Aswathappa.K., (1997), Human Resources and
Personal Management Tata Mcgraw-Hill Publishing Company Limited, New Delhi 110 001. 2. Websites Wikipedia.org/wiki/kerala

cochin@sud-chemie-India.com www.hrworld.com
Page 104
Page 105
Page 106

Haseeb

Încărcat de

Informații document

Descriere originală:

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Haseeb

Încărcat de

Drepturi de autor:

Formate disponibile

A Study on Employee Motivational Factors and its Effectiveness

A Study on Employee Motivational Factors and its Effectiveness

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

A Study on Employee Motivational Factors and its Effectiveness

A Study on Employee Motivational Factors and its Effectiveness

Review of Literature Rensis Likerthas called motivation as the core of

Goal Directed Behavior

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

A Study on Employee Motivational Factors and its Effectiveness

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

A Study on Employee Motivational Factors and its Effectiveness

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

Abraham H Maslow Need Hierarchy /Deficient theory of Motivation

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

A Study on Employee Motivational Factors and its Effectiveness

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

A Study on Employee Motivational Factors and its Effectiveness

A Study on Employee Motivational Factors and its Effectiveness

reward/recognition programs makes the employee give up

A Study on Employee Motivational Factors and its Effectiveness

A Study on Employee Motivational Factors and its Effectiveness

People prefer to be directed. Y Theory

People view work as being as natural as play and

People learn to accept and seek responsibility.

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

Financial Incentives incentives

Wages and Salaries. Bonus recognition

Medical reimbursement Insurance Housing facility result

Job security Praise Knowledge of

Retirement benefits. participation.

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

Opportunities for growth

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

A Study on Employee Motivational Factors and its Effectiveness

There are broadly seven strategies for motivation.

A Study on Employee Motivational Factors and its Effectiveness

Dont ignore money. 1.3 Objectives of the study Primary Objective

effectiveness on them. Secondary Objective

Research Design Research is a systematic method of finding solutions to

A Study on Employee Motivational Factors and its Effectiveness

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

Institute of Management in Kerala, Kundara

A Study on Employee Motivational Factors and its Effectiveness

Pie - Charts and Bar Charts.

A Study on Employee Motivational Factors and its Effectiveness

Percentage = (Number of respondents in each group / Total respondents) x 100

proportional to the importance of the item in the distribution.

A Study on Employee Motivational Factors and its Effectiveness