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INTRODUCTION TO HR
Human Resource Management (HRM) is a relatively new approach to managing
people in any organisation. People are considered the key resource in this approach. it is
concerned with the people dimension in management of an organisation. Since an
organisation is a body of people their ac!uisition development of skills motivation for
higher levels of attainments as well as ensuring maintenance of their level of
commitment are all significant activities. "hese activities fall in the domain of HRM.
Human Resource Management is a process which consists of four main activities
namely ac!uisition development motivation as well as maintenance of human
resources. Scott #lothier and Spriegel have defined Human Resource Management as
that branch of management which is responsible on a staff basis for concentrating on
those aspects of operations which are primarily concerned with the relationship of
management to employees and employees to employees and with the development of the
individual and the group. Human Resource Management is responsible for maintaining
good human relations in the organisation. $t is also concerned with development of
individuals and achieving integration of goals of the organisation and those of the
individuals.
"he emergence of human resource management can be attributed to the writings of the
human relationists who attached great significance to the human factor. %awrence &ppley
remarked 'Management is personnel administration. "his view is partially true as
management is concerned with the efficient and effective use of both human as well as
non(human resources. "hus human resource management is only a part of the
management process. &t the same time it must be recognised that human resource
management is inherent in the process of management. "his function is performed by all
the managers.
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& manager to get the best of his people must undertake the basic responsibility of
selecting people who will work under him and to help develop motivate and guide them.
However he can take the help of the specialised services of the personnel department in
discharging this responsibility.
"he nature of the human resource management has been highlighted in its following
features )
1. Inherent Part of Management : Human resource management is inherent in the
process of management. "his function is performed by all the managers throughout the
organisation rather that by the personnel department only. $f a manager is to get the best
of his people he must undertake the basic responsibility of selecting people who will
work under him.
2. Pervasive Funtion : Human Resource Management is a pervasive function of
management. $t is performed by all managers at various levels in the organisation. $t is
not a responsibility that a manager can leave completely to someone else. However he
may secure advice and help in managing people from e*perts who have special
competence in personnel management and industrial relations.
!. "asi to a## Funtiona# $reas : Human ResourceManagement permeates all the
functional area of management such as production management financial management
and marketing management. "hat is every manager from top to bottom working in any
department has to perform the personnel functions.
%. Peo&#e Centere' : Human Resource Management is people centered and is relevant in
all types of organisations. $t is concerned with all categories of personnel from top to the
bottom of the organisation. "he broad classification of personnel in an industrial
enterprise may be as follows ) (i) +lue(collar workers (i.e. those working on machines
and engaged in loading unloading etc.) and white(collar workers (i.e. clerical
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employees) (ii) Managerial and non(managerial personnel (iii) Professionals (such
#hartered &ccountant #ompany Secretary %awyer etc.) and non(professional personnel.
(. Personne# $tivities or Funtions : Human Resource Management involves several
functions concerned with the management of people at work. $t includes manpower
planning employment placement training appraisal and compensation of employees.
,or the performance of these activities efficiently a separate department known as
Personnel -epartment is created in most of the organisations.
). Continuous Proess : Human Resource Management is not a .one shot/ function. $t
must be performed continuously if the organisational ob0ectives are to be achieved
smoothly.
*. "ase' on Human Re#ations : Human Resource Management is concerned with the
motivation of human resources in the organisation. "he human beings can/t be dealt with
like physical factors of production. 1very person has different needs perceptions and
e*pectations. "he managers should give due attention to these factors. "hey re!uire
human relations skills to deal with the people at work. Human relations skills are also
re!uired in training performance appraisal transfer and promotion of subordinates.
Personne# Management +, Human Resoure Management : #ontemporary Human
Resource Management as a part and parcel of management function underscores
strategic approach to management in areas of ac!uisition motivation and management of
people at work.
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&+23" "H1 "2P$#
MOTI+$TION:
$nner strivings of individuals that direct behavior. 3nsatisfied desires create the
motivation to act with purposeful behavior gratification.1mployee motivation at times
can be an elusive !uest for companies and managers due to the multiplicity of incentives
that can influence employees to do their best work. ,urthermore Short(term financial
incentives are often seen as mandatory to foster motivation and are generally viewed very
positively by employees in the workplace. However recent research has indicated that
there are other factors that can significantly influence motivation and lead to innovation.
D-FINITION OF MOTI+$TION)
44Motivation is the willingness to e*ert high levels of efforts toward organi5ation
goals #onditioned by the effort and ability to satisfy some individual need66.
Motivation is derived from the word 44Motive66. Motive refers to the needs to
the needs wants drivers7 impulses within individuals.Motivation may be defined as the
process of stimulating people to action to accomplish desired goals.
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Human needs vary from country to country based on the level of its economic
development and structure of the economy.People in rich countries are normally satisfied
with the physiological safety and security need as against to the people in developing
countries. "he national culture influences the effort that the workers e*ert and the
magnitude of the valence of the workers.
1mpowerment) ,eeling trusted and empowered is a tremendous motivator.
8rowth) ,eeling that they are growing and developing personally.
Purpose) "oday people care more about what happens tomorrow and want to
contribute to ensuring the future of our children and the health of our
communities and planet.
Motivation theories have continued to evolve and have their roots in
behavioral psychology. "hey provide away to e*amine and understand human
behavior in a variety of situation. 2ngoing changes in the workplace re!uire that
manager6s gives continuous attention to those factors that influence workers
behavior and align them with organi5ational goals. 1ach individual abilities. $n
business settings managers apply
motivation theories to influence employees improve morale and implement
incentive and compensation plans.
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R19$1: 2, %$"1R&"3R1

MOTI+$TION:

$nner strivings of individuals that direct behavior. 3nsatisfied desires create the
motivation to act with purposeful behavior gratification.

1mployee motivation at times can be an elusive !uest for companies and
managers due to the multiplicity of incentives that can influence employees to do their best work.
,urthermore short(term financial incentives are often seen as mandatory to foster motivation and
are generally viewed very positively by employees in the workplace. However recent research
has indiacted that there are other factors that can significantly influence motivation and lead to
innovation.

D-FINITION OF MOTI+$TION
;Motivation is the willingness to e*ert high levels of efforts toward organi5ations goals
conditioned by the effort and ability to satisfy some individual need<.
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Motivation is devired from the word< Motive<. Motive refers to the needs to the
needs wants drivers7 impulses within individuals. Motivation may be defined as the process of
stimulating people to action to accomplish desired goals.
Human needs vary from country to country to country based on the level of its
economic development and structure of the economy. People in rich countries are normally
satisfied with the physiological safety and security needs as against to the people in developing
countries. "he national culture influences the effort that the workers e*erts and the magnitude of
the valence of the workers.
1mpowerment ) ,eeling trusted and empowered is a tremendous motivator.
8rowth ) ,eeling that they are growing and developing personally.
Purpose) "oday people care more about what happens tomorrow and want to contribute
to ensuring the future of our children and the health of our communities and planet.
Motivation theories have continued to evolve and have their roots in behavioral psychology.
"hey provide away to e*amine and understand human behavior in a variety of situation. 2ngoing
changes in the workplace re!uire that manager6s gives continuous attention to those factors that
influence workers behavaior and align them with organi5ational goals. 1ach individual abilities.
$n business settings managers apply motivation theories to influence employees improve morale
and implement incentive and compensation plans.
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Nee' Theories:
=eed theories are based on some of the earliest research in the field of human relations.
"he promise behind need theories is that if managers can understand the needs that motivate
people then reward systems can be implemented that fulfill those needs and Reinforce the
appropriate behavior.
Hierareh. of Nee's $/raham Mas#o0
& professor at +randeis 3niversity and a practicing psychologist developed the hierarchy of
needs theory. He identified a set of needs that he prioriti5ed into a hierarchy based on two
conclusion -aft >??@ 7 Mc#oy >??A7 Buick >?CD))
Human needs are either of an attractionE desire nature or of an avoidance nature.
+ecause humans are ; wanting< beings when one desire is satisfied another desire will take its
place.
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"he five levels of needs are the following)
Ph.sio#ogia# : "hese are basic physical comfort or bodily needs ) food se* drink and sleep.
$n the workspace these needs translate into a safe ergonomically designed work environment
with an appropriate base salary compensation.
Security ESafety) People want to feel safe secure and free from fear. "hey need stability
structure and order. $n the workplace 0ob security and fringe benefits along with an environment
free of violence fills these needs
"e#ongingness an' #ove: "his is a need for friends family and intimacy((( for social acceptance
and affection from one6s peers. $n the workplace this need is satisfied by participation in work
groups with good relationships among co(workers and between workers and managers
-steem: People want the esteem of others and they want to be regarded as useful competent and
important . people also desire self(esteem and need a good self image. $n the workplace increased
responsibility high status and recognition for contributions
Satisfy these needs.
,e#f1atua#i2ation: "his highest motivation level involves people striving to actuali5e their full
potential to become more of what they are capable of being. "hey seek to attain self(fulfillment.
$n the workspace people satisfy this need by being creative receiving training or accepting
challenging assignments.
,ocusing on the needs of retraining for growth and challenging as well as rewards and
recognition is important to the !uality of work life. Managers can affect the physical social and
psychological environment in the workplace and they have a responsibility to help employees
fulfill their needs.
Motivation1H.giene Theor.
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,rederick Her5berg a professor of psychology at #ase :estern Reserve 3niversity Studied the
attitudes of workers toward their 0obs. Her5berg proposed that an individual will be moved to
action based on the desire to avoid deprivation. However this motivatoion does not provide
positive satisfaction because it does not provide a sense of growth. Her5berg6s research found that
positive 0ob attitudes were associated with feeling of psychological growth. He thought that
people work for two reasons ) for financial reasons to avoid physical deprivation and for
achievement because of the happiness and meaning it provides. Her5berg also identified the
concept of 0ob enrichment whereby the responsibilities of a 0ob are changed to provide greater
growth and challenge ( Mc #oy >??A7 Buick >?CD P.>F(>A)G >?CD. His motivation( hygiene
theory includes two types of factors)
Motivation is based on the positive satisfaction that psychological growth provides. "he
presence of factors such as responsibility achievement recognition and possibility for growth or
advancement will motivate and satisfy people. "he absence of these factors will not necessarily
demotivate or cause dissatisfaction.
Hygiene is based on an individual6s desire to avoid deprivation and the resulting physical
and emotional discomfort. Hygiene factors include willingness to supervise7 positive working and
salary. "hese factors do not motivate nor will their presence cause 0ob satisfaction. "heir
absence however will cause dissatisfaction.
&lthough salary is considered a hygiene factor it plays an indirect part in motivation as a measure
of growth and advancement or as a symbol of recognition of achievement.
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$3uire' Nee's Theor.
-avid Mc#lelland developed the ac!uired needs theory because he felt that different needs are
ac!uired throughout an individual6s lifetime. He proposed three needs)
=eed for achievement) "he desire to accomplish something difficult attain a high standard of
success master comple* tasks and surpass others
=eed for affiliation) "he desire to form close personal relationships avoid conflict and establish
warm friendships
=eed for Power) "he desire to influence or control others be responsible for others and have
authority over others.
Mc#lelland found through his research that early life e*periences determine whether people
ac!uire these needs. "he need to achieve as an adult is influenced by the reinforcement of
behavior received as a child when a child is encouraged to do things independently. $f a child is
reinforced for warm human relationshiopos then the need for power will be evident as an adult.
Proess Theories
Process theories help to e*plain how individuals select particular behaviors and how individuals
determine if these behaviors meet their needs. +ecause these theories involve rational selection
concepts of cognition are employed.
Recognition according to Petri(>??H) ; is generally used describe those intellectual or
perceptual processes occurring within us when we analy5e and interpret both the world around us
and our own thoughts and actions.
-4&etan. Theor.
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9ictor 9room developed the e*pectany theory which suggests that individuals6 e*pectations
about their ability to accomplish something will affect their success in accomplishing it.
"herefore this theory is based on cognition(((on thought processes that individuals use.
"he e*pentancy theory is based on an individuals6s effort and performance as well as the
desirability of outcomes associated with high performance. "he value of or preference for a
particular outcome is called valence. "o determine valence people will ask themselves whether or
not they can accomplish a goal how important is the goal to them ( in the immediate as well as
the long term) and what course of action will provide the greatest reward. &n individual6s
e*pectation of actually achieving the outcome is crucial to success and many factors influence
this.
"he e*pectancy theory can be applied through incentive systems that identify desired outcomes
and give all workers the same opportunities to achieve rewards such as stock ownership or other
recognition for achievement.
Reinforement Theories
"heories of reinforcement are based not on need but on the relationship between behavior and its
conse!uences. $n the workplace these theories can be applied to change or modify on(the(0ob
behavior through rewards and punishments.
+. ,. Skinner a professor at Harvard was a highly controversial behavioral psychologist known
for his work in operant conditioning and behavior modification. His reinforcement theories take
into consideration both motivation and the environment focusing on stimulus and response
relationships. "hrough his research Skinner noted that a stimulus will initiate behavior7 thus the
stimulus is an antecedent to behavior. "he behavior will generate a result7 therefore results are
conse!uences of behavior.
&ccording to Mc#oy(>??A) ;"he !uality of the results will be directly related to the !uality and
timeliness of the antecedent. "he more specific the antecedent is and the closer in time it is to
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thebehavior the greater will be its effect on the behaviorI "he conse!uences provide feedback
to the individual<
$f the results are considered positive then behavior is positively reinforced when the behavior is
positively reinforced the individual is more likely to repeat the behavior. People tendto have an
intrinsic (internal) need for positive reinforcement. &nd when a behavior is ignored.
,ollowing
Positive reinforement) "he application of a pleasant and rewarding conse!uences
following a desired behavior such as giving praise.
Negative reinforement: "he removal of an unpleasant conse!uence following a desired
behavior such as a manager no longer reminding a worker about a weekly deadline when the
worker meets the deadline. "his reinforcement is also called avoidance.
Punishment: "he application of an unpleasant outcome when an undesirable behavior occurs
to reduce the likehood of that behavior happening again. "his form of reinforcement does not
indicate a correct behavior so its use in business is not usually appropriate.
-4tintion: "he withdrawal of a positive reward. $f the behavior is no longer positively
reinforced then it is less likely to occur in the future and will gradually disappear. continuous
reinforcement can be effective in the early stages of behavior modification but partial
reinforcement is more commonly used. Reinforcement is most powerful when it is administrated
immediately.
"he appropriateness of a reward on the situation. +ut for managers to apply rewards
appropriate for work performance it necessary to understand what constitutes a reward. &nd no
single rewards will be perceived as positive by all employees.Rewards however are important in
behavior(based incentive plans because they reward employee behavior that is desirable for the
company.
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&ccording to Mc#oy(>??A) both incentives and recognition provide a reward however
incentives drive performance while recognition is an after( the(fact display of appreciation for a
contribution.,inancial rewards are certainly important compensation programs social recognition
provides1mployees with a sense of self( worth acknowledging the contributions they have made.
Theor. 5 an' Theor. 6
-ouglas Mc8regor a professor at the Massachusetts institute of "echnology and a social
Psychologist was greatly influenced by the work of Maslow. Mc8regor recogni5ed that people
have need and that those needs are satisfied of work. He described two sets of assumptions about
people that the labeled "heory J and "heory K(+ruce and pepitone >???7 Buick >?CD))"he
assumptions of "heory J are that most people will avoid work because they don6t like it and must
be threatened or persuaded to put forth ade!uate effort. People have little ambition and don6t want
responsibility. "hey want to be directed and are most interested in 0ob security.
"he assumptions of "heory K are work is very natural to people and that most people
are Self( directed to achieve ob0ectives to which they are committed. People are ambitious and
#reative. "hey desire responsibility and derive a sense of satisfaction from the work itself. "hese
assumptions were at one time applied to management styles with autocratic managers %abeled
as adhering to "heory J and democratic managers to "heory K. 3nfortunately this fostered a
tendency to see people a members of a group rather than as individuals. "he important
contribution of Mc8regor6s theory was to recogni5e these two perspective and to recogni5e that
people can achieve ob0ectives through helping organi5ations achieve their ob0ectives. "heir work
can be a motivator.
7h. 6our -mo&#o.ees $re 8osing Motivation9
+usiness literature is packed with advice about worker motivation (but sometimes mangers are
the problem not the inspiration .Here are seven practices to fire up the troops. ,rom Havard
Management Update.
by -avid sirota %ouis &.Mischkind and Michael $rwin Melt5er
Most companies have it all wrong. "hey don6t have to motivate their employees. "hey have to
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Stop demotivating them.
"he great ma0ority of employees are !uite enthusiastic when they start a new 0ob. +ut in about
CDpercent of companies our research finds employees6 morale sharply declines after their first
si* months(and continues to deteriorate for years afterwards. "hat finding is based on surveys of
about >.A million employees at DA primarily ,ortune >FFF companies from AFF> through AFFL
conducted by sirota survey $ntelligence (purchase =ew Kork) "he fault lies s!uarely at the feet of
management(both the polices and procedures companies employ in managing their workforces
and in the relationship that individual managers establish with their direct reports.
-3ua#it.) "o be respected and to treated fairly in areas such as pay benefits and 0ob
Security.
$hievements: "o be proud of one 0ob accomplishments with fellow employer
Camara'erie: "o have good productive relationships with fellow employees.
"o maintain an enthusiastic workforce management must meet all three goals. $ndeedemployees
who work for companies where 0ust one of these factors is missing are three timesless
enthusiastic than workers at companies where all elements are present.2ne goal cannot be
substituted for another $mproved recognition cannot replace better payMmoney cannot substitute
for taking pride in a 0ob well done and pride alone will not pay the mortgage.
7hat in'ivi'ua# managers 'o9
Satisfying the three goals depends both organi5ational policies and on the everyday practices of
individual managers. $f the company has solid approach to talent management a bad manager can
undermine it in his unit. 2n the flip side smart and empathetic managers can overcome a great
deal of corporate mismanagement while creating enthusiasm and commitment within their units.
:hile individual managers can6t control all leadership decisions they can still have a profound
influence on employee motivation.
"he most important thing is to provide employees with a sense of security one in which they do
not fear that 0obs will be 0eopardy if their performance is not perfect and one in which laysoff are
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considered an e*treme last resort not 0ust another option for dealing with hard times. +ut security
its 0ust the beginning. :hen handled properly each of the following eight practices.:ill play a
key role in supporting your employees6 goals for achievement e!uity camaraderie&nd will
enable them to retain the enthusiasm they brought to their roles in the first place.
1.Provi'e reognition:
Manager should be certain that all employee contributions both large and small are recogni5ed.
"he motto of many managers seems to be< why would $ need to thank someone for doing
something he6s paid to doN< workers repeatedly tell us and with great feelings how much they
appreciate a compliment. "hey also report how distressed they are when managers don6t take the
time to thank them for a 0ob well done yet are !uick to critici5e them for making mistake.
Receiving recognition for achievements is one of the most fundamental human needs.
Rather than making employees complacent recognition reinforces their accomplishments
helping ensure there will be more them.
2."e an e4&e'iter for .our em&#o.ees:
$ncorporating a command(and(control style is a sure(fire path to demotivation. $nstead redefine
your primary role as serving as your employees6 e*pediter) $t is your 0ob to facilitate getting their
0obs done. Kour reports are in this sense your ;customers.< Kour role as an e*pediter involves a
range of activities including serving as a linchpin to other business to other business units and
managerial levels to represent their best interest and ensure your people get what they need to
succeed.
How do you know beyond what6s obvious what is most important to your employees for getting
their 0obs doneN &sk themO ;%unch and schmoo5e< sessions with employees are particularly
helpful for doing this.
!.Coah .our em&#o.ees for im&rovement:
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& ma0or reason so many managers do not assist subordinates in improving their performance is
Simply that they don6t know how to do this without irritating or discouraging them. & few basic
principles will improve this substantially.
,irst and foremost employees whose overall performance is satisfactory should be made aware
of that. $t is easier for employees to accept and welcome feedback for improvement if they know
management is basically pleased with what they do and is helping them do it even space
limitations prevent a full treatment of the sub0ect of giving meaningful feedback of which
recognition is a central part but these key points should be the basis of any feedback plan)
Performance feedback is not the same as an annual appraisal. 8ive actual performance
feedback as close in time to the occurrence as possible. 3se the formal annual appraisal to
summari5e the year not surprise the worker with past wrongs.
%isten to employees for their views of problems. 1mployees6 e*periences and observations
often are helpful in determining how performance issues can be best dealt with including how
you can be most helpful.
Remember the reason you6re giving feedback (((you want to improve performace not prove
your superiority so keep it real and focus on what is actually doable without demanding the
impossible.
,ollow up and reinforce. Praise improvement or engage in course correction((( while praising
the effort P as !uickly as possible
-on6t offer feedback about something you know nothing about. 8et someone who knows the
situation to look at it.
%.Communiate fu##.:
2ne of the most counterproductive rules in business is to distribute information on the basis of
;need to know<. $t is usually a way of severely unnecessarily and destructively restricting the
flow of information in an organi5ation.
:orkers6 frustration with an absence of ade!uate communication is one of the most negative
findings we see e*pressed on employee attitude surveys. :hat employees need to do their 0obs
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&nd what makes them feel respected and included dictate that very few restrictions be placed by
Managers on the flow of information. Hold nothing back of interest to employees e*cept those
9ery few items that are absolutely confidential.
8ood communication re!uires managers to be attuned to what employees want and need to know7
the best way to do this is to ask themO Most managers must discipline themselves to communicate
regularly. 2ften it6s not a natural instinct. Schedule regular employee meetings that have no
purpose other than two(way communication. Meetings among management should conclude with
a specific plan for communicating the results of the meetings to employees.
(.Fae u& to &oor &erformane:
$dentify and deal decisively with the D percent of your employees who don6t want to work. Most
people want to work and be proud of what they do (the achievement need). +ut there are
1mployees who are in effect ; allergic< to work((( they6ll do 0ust about anything to avoid it.
"hey are unmotivated a disciplinary approach(((including dismissalQis about the only way they
can be managed. $t will raise the morale and performance of other team members to see an
2bstacle to their performance removed.
).Promote team0or::
Most work re!uires a team effort in order to be done effectively. Research shows
repeatedly that the !uality of a group6s efforts in areas such as problem solving is usually
Superior to that of individuals working on their own. $n addition most workers get a motivation
boost from working in teams.
*.8isten an' invo#ve:
1mployees are a rich source of information about how to do a 0ob and how to do it better. "his
Principle has been demonstrated time and again with all kinds of employees((( from hourly
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workers doing the most routine tasks to high(ranking professionals. Managers who operate
with a participate style reap enormous rewards in efficiency and work !uality.
Participate managers continually announce their interest in employees6 idea. "hey do not wait
,or these suggestions to materiali5e through formal upward communication or suggestion
Programs. "hey find opportunities to have direct conversations with individuals and groups
.&bout what can be done to improve effectiveness. "hey create an atmosphere where ; the Past $s
not good enough< and recogni5e employees for their innovativeness.
M-THODO8O;6 OF TH- ,TUD6
Research is a careful investigation or en!uiry especially through search for
new facts in any branch of knowledge.
&ccording to Redman and Mory<Research is a systemati5ed effort to gain new
knowledge<.
Researh Design
;& Research -esign is the arrangement of conditions for collection and
analysis of data manner that aims to combine relevance to the research purpose with
economy in procedure<.
,OURC-, OF D$T$
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"he sources for collecting the data are from both
Primary Method
Secondary Method
Primar. Data
"he Primary data is those which are collected fresh and for the first timeand
thus happen to be original in character. "he tools for collecting this primary data are by
two typs namely $nterview Method and Buestionnaire Method.
,eon'ar. Data
"he secondary data are those which have already been collected by some else
and which have already been passed through the statistical process in the company.
,$MP8- ,I<-
&ll items in any field of in !uery constitute a6 universe6 or /population6. &
finite subset of the population gives sample.
"he statistical units in the sample are called sample units. "he number of units
in the sample is called the si5e of sample.
.
"he sample si5e of the survey is taken as RD respondents.
,$MP8IN; PROC-DUR-
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Sampling is the selection of group with a view to obtain information about the
whole is group of persons that represents particular community.
"he sampling method used was random sampling. "his sampling method was
used because of lack of time and lack of through knowledge about the universe. "he
sample si5e was fi*ed to RD respondents.
,$MP8IN; T-CHNI=U-
Simple random sampling
R-,-$RCH IN,TRUM-NT,
1. Personal interviews schedulers where administered
Personally for collecting the data
the !uestionnaire comprises of closed(
2. Buestionnaire 1nded Buestions and open ended !uestions
.
=11- ,2R "H1 S"3-K
&re for a kit of basic survival tools such as food shelter and clothing.&re to feel safe
and secure free from harm.$nvolve the need to belong to a group or team rather than to
feel isolated and alone.&re for a sense of prestige and self worth.$nvolve total self
fulfilment through creativity independence and doing what you en0oy
"he purpose of the study is to identify the level of motivation among the working
group in "H1 M23RK& $==.
"o know the working environment supervisors relationships family relationship
and individual perception about the company in relation to motivation.
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"he individual feels a dynamic push to act when he receives a motivation.
2+S1#"$91S 2, "H1 S"3-K
"o measure employee satisfaction towards working environment.
"o identify the reasons for lack of employee motivation in "H1 M2RK& $==.
"o &nalysi5e Motivation techni!ues utili5ed to stimulate employee growth.
"o suggest measures to improve employee performance.
MBA, KVSW 22
EMPLOYEE MOTIVATION THE
MOURYA INN
8IMIT$TION, OF TH- ,TUD6

>. "he investigation of study is only confined to specified field.
A. "he study was done for a period of one month.
R. "ime T money are ma0or constraints of the study.
L. "he information provided by the respondents in the survey may be biased or
may
=ot viewed as seriously to provide with accurate information.
MBA, KVSW 23
EMPLOYEE MOTIVATION THE
MOURYA INN
,COP- OF TH- ,TUD6
"his study was completed using the input of full(time and part(time employees of
the company in all different departments. "hese employees were surveyed for the purpose
of discovering what is most motivating to them in the workplace. 1mployee motivation is
defined as the eagerness or drive in an employee that directly influences their level of
involvement or performance in the workplace. Motivating factors and incentives are
reasons for employee motivation and in order to best evaluate and describe which of
these factors are most and least critical to employees we have split this study up into the
following criteria) communication income long(term incentives and non(financial
incentives. "he study was limited to employees working in the company head!uarters in
Reno. &ll employees surveyed live in the Reno(Sparks metropolitan area (:ashoe and
Storey counties) #arson #ity or %ake "ahoe. "he !uestionnaire was issued returned
and analy5ed in -ecember of AF>>.
"he study deals with the evaluation of the motivation techni!ues.
"he study mainly highlights on the satisfactory levels of the subordinates
towards their 0obs.
"his study is of almost important with regards to the knowledge of the
employee towards their 0ob.
Since motivation of employee at all levels is the most critical function of
management.
MBA, KVSW 24
EMPLOYEE MOTIVATION THE
MOURYA INN
$=-3S"RK PR2,$%1
#hemical industry is one of $ndia6s oldest industries contributing significantly
towards the industrial and economic growth of the nation. "he $ndian #hemical $ndustry
forms the backbone of the industrial and agricultural development of $ndia and provides
building blocks for several downstream industries. &ccording to the -epartment of
#hemicals and Petrochemicals the $ndian chemical industry is estimated to be worth
appro*imately 3SU RD bn which is about RV of $ndia6s total 8-P. "he total investment
in the $ndian chemical industry is appro*imately 3SU HF bn and total employment
generated was about > mn. $n terms of volume it is >Ath largest in the world and Rrd
largest in &sia.
1*ports of chemicals from $ndia have increased significantly and account for
about >LV of total e*ports and ?V of total imports of the country. "he $ndian chemical
industry comprises both small and large(scale units. ,iscal concessions granted to the
small sector in the mid(eighties led to the establishment of a large number of units in the
Small Scale $ndustries (SS$) sector.
"he ma0or sub segments of this industry include alkali organic chemicals
inorganic chemicals pesticides dyes T dyestuffs and specialty chemicals. "he $ndian
chemical industry deals in products like fertili5ers bromine compounds catalyst
sodium and sodium compounds dye intermediates inks and resins phosphorous paint
chemicals coatings isobutyl 5inc sulphate 5inc chloride water treatment chemicals
organic surfactants pigment dispersions industrial aerosols and many more.
"he commodity chemicals are the largest segment in the chemical market. Some
of the ma0or markets for chemicals are =orth &merica :estern 1urope Sapan and
emerging economies in &sia and %atin &merica. "he $ndian chemical industry is
matured and is in the midst of a ma0or restructuring and consolidation phase.
MBA, KVSW 25
EMPLOYEE MOTIVATION THE
MOURYA INN
8lobali5ation has opened the doors for this sector to capture a ma0or part of the global
market pie.
"he sector has e*perienced many reforms in $ndia and is e*pected to grow at
>DV p.a. in the near future. "he investment in RT- will also play a vital role in this
sector. $n a nutshell the $ndian chemical industry has a large potential to grow in
domestic as well as in e*port markets. $n the current market conditions with an
appreciating rupee pricing will be a crucial factor while competing with other e*porting
countries.
Chemia# C#uster Insights
O0nershi& Patterns
"he ownership pattern of the chemical companies was inclined largely towards
the private limited category that account for H?V of the total sample. $t is followed by
>>V of partnership firms indicating the huge gap between the largest and the second
largest category in the sample. However public limited entities account for >FV while
CV are proprietary concerns.
DRV of the private limited companies deal in organic chemicals ?V deal in
specialty chemicals while >DV are involved in inorganic chemicals
DCV of the public limited companies deal in organic chemicals
@@V companies from the sample are established before >??F while A>V are
established after >??F
,u/ segment
Manufacturing of organic chemicals seems to be the most popular sub segment
with around RLV of the sample companies involved in manufacturing of organic
MBA, KVSW 26
EMPLOYEE MOTIVATION THE
MOURYA INN
products. $t is followed by >LV of the sample companies involved in the production of
inorganic chemicals >AV in specialty chemicals and DV in dyes and dyes and dye
stuffs. RDV of the companies dealing in other chemical sub segments that comprise of
industrial gases solvents etc display the high demand of products in this segment. >HV
of the companies dealing in organic chemical s generate >FFV of their revenue
e*clusively through the domestic market.
Nature of o&erations
@?V of the companies are engaged e*clusively in manufacturing while A>V are
engaged in manufacturing as well trading. DCV of the manufacturing companies have
single manufacturing facility while LAV operate with two or more plants. R>V of the
companies involved e*clusively in manufacturing activity have invested up to Rs DF mn
in plant and machinery.
>CV of the companies utilise >FFV of their installed plant capacity while LAV
utilise between @F ( ??V of the installed capacity
More than @DV of the companies involved e*clusively in manufacturing activity
operate at more than DFV of the capacity utilisation
?V of the companies have their manufacturing facility situated in the heart of
Mumbai city while ADV have their plants in the vicinity of Mumbai such as
-ombivli Walyan &mbernath and +adlapur area
AV have their plants in the =avi Mumbai while >DV have their plants in "arapur
and +oisar
RRV of the total sample companies showed more than RRV revenue growth in the
last two years. HFV of the private companies accounted for the ma0ority of revenue
growth displaying more than RRV in the last two years.
MBA, KVSW 27
EMPLOYEE MOTIVATION THE
MOURYA INN
Future &#ans
CAV chemical companies have envisaged strategies for future growth. "he plans range
from capacity e*pansion modernisation to new market entry and diversification.
#ompanies operating in organic chemicals are keen for capacity e*pansion and
diversification
2f the companies interested in capacity e*pansion CFV belong to the private
limited category
2f the companies interested in diversification HDV are private limited companies.
Com&an. Profi#e
:e are an $S2 ?F>(AFFF $S2 >LFF> and >CFF> #ertified #ompany. :e have to our
credit =ational for best RT- and many more awards for environmental friendliness and
social awareness. :e have been supplying the #astor -erivatives to $nternational
Markets since the inception in >??H. "oday we have got a very articulated Marketing
=etwork and operational system to satisfy the $nternational Standards of Buality and
practices. "o further strengthen our market presence towards attaining market leadership
we felt it appropriate to approach a :orld #lass #ompany like yours for #astor
-erivatives.
Sree Rayalaseema &lkalies T &llied #hemicals %td. Produces castor oil
derivatives chloro alkali products and fatty acids. 2ur product line comprises of
ricinoleic acid stearic acid hydrogenated castor oil potassium carbonate T soap
noodles. 2ur caustic soda is used by aluminium paper T pulp pharmacy soap te*tile
and rayon industries. 2ur li!uid chlorine helps in water treatment and is also used by
paper manufacturers. :e are accredited with $S2 ?FFA T >LFF> certification. &
leading producer of #hloro(&lkali products Sree Rayalaseema &lkalies and &llied
#hemicals %td. $s the flagship company of the conglomerate.
MBA, KVSW 28
EMPLOYEE MOTIVATION THE
MOURYA INN
"he company also manufacturers #astor -erivatives and ,atty &cids. $t as the
uni!ue distinction of being the pioneer of the +ipolar Membrane #ell "echnology from
-enora Spa $taly in $ndia. "he company uses only state(of Pthe(art e!uipment and up(
to(the minute technologies including the #ostru5ioni Meccaniche +ernardini (#M+)
technology from $taly for its fatty acids division. & captive power plant assures
uninterrupted and cost(effective power supply to the manufacturing plant. #onsistent
overseas demands for its products have made the company a recogni5ed e*port house
today.
Mission an' +ision ,tatements
+ision
"o empower ourselves with e*cellence and to thus grow and reach the pinnacle
of market leadership.
Mission
"o provide products and services of international standards through pioneering
innovations while keeping in sight our responsibility towards the society we dwell in.
!.2 "oar' of Diretors
,ri T.;. +en:atesh Chairman an' Managing Diretor
,ri M.P. Murti Diretor
MBA, KVSW 29
EMPLOYEE MOTIVATION THE
MOURYA INN
,ri D.,. Prasa' Diretor >Nominee of ID"I?
,ri ,.@. ;angu#i Diretor >Nominee of IFCI?
,ri P.N. +e'anara.anan Diretor
,ri ;. @rishna Murth. Diretor
,ri O.D. Re''. Diretor
Chairman Fore0or'
"he new age enterprise has thrown open the doors to a world of seamless
opportunities. "ime and space barriers no longer hold any significance. "hanks to the
pervasiveness of $" and the advent of the $nternet thereXs never been more to learn. or to
utili5e or to provide. Wnowledge and its ac!uisition is at hand.
$t is indeed heartening that $ndia has kept pace with the sweeping changes in the
global economy. "hrowing open its doors to globali5ation has meant the advent of
multinational corporate giants. "he $ndian economy is already gearing itself both
!ualitatively and !uantitatively to put up a fierce competition. 8iven our manpower and
natural resources base there is little that can stop us from emerging winners. &t "89 we
aim to harness this power to bring our clients customers and associates closer to the line
of satisfaction. :ithout limits without restrictions.
MBA, KVSW 30
EMPLOYEE MOTIVATION THE
MOURYA INN
Having proved our credentials as !uality serviceEproduct providers in fields as
varied as chemicals and hospitality finance and healthcare real estate and $" we are all
set to make our mark in the power sector too. "he successes of our initial forays in this
direction have invested us with the confidence to undertake pro0ects of greater dimension
and magnitude in the near future.
The Human Touh
"he "89 conglomerate is headed by the dynamic and versatile personality "umbalam
8ooty 9enkatesh ("89). &n entrepreneur par e*cellence his track record spans a very
illustrious three(decade period during which he has notched up achievements and
accolades galore. Y"here is no substitute for hard workY is what this simple man believes
in and has staunchly displayed in deed during his vibrant career.
"he diversity of activities within the conglomerate portrays his vast e*perience
and understanding of various streams of knowledge and his ability to harness the same
for the generation of economic and social wealth. & shining e*ample of his futuristic bent
of mind is the pioneering of the +ipolar Membrane #ell "echnology in the manufacture
of #austic Soda and allied
Pro'uts in In'ia
"he philanthropic facet of "8 9enkatesh has come to the fore on innumerable
occasions. & host of educational institutions have been established under his aegis. He is
closely associated with national programs for human well(being such as immuni5ations
eye camps family planning measures etc. "o safeguard the health of his employees he
has mooted a uni!ue X=on(smoking and =on(&lcoholic &llowanceX thatXll be forwarded to
the wifeEparent of each of those who desist from indulging in the ha5ardous activity. He is
also credited with mooting the 8owri 8opal 1ducational Society that has set up a number
of educational institutions under its umbrella including %akshmi 9enkatesh "8 #ollege
of Physiotherapy affiliated to the 8ovt. of &ndhra Pradesh. & =ursing #ollege coming
MBA, KVSW 31
EMPLOYEE MOTIVATION THE
MOURYA INN
up as part of %akshmi 9enkatesh "8 1ducational &cademy re(establishes "8
9enkateshXs humane nature.
His dynamism his obvious compassion for his people and his sense of service for
his state have earned for "8 9enkatesh the coveted position of a member of the &ndhra
Pradesh %egislative &ssembly. Recognition has poured in from various corners of the
country. He was honoured as the Saycees Man of the Kear for his invaluable contribution
to social welfare. "he +est 1ntrepreneur &ward ,$##$ &ward $ndustrial Promotion
&ward Winnera &ward 9i0ayshree &ward 3dyogshree &ward Ra0iv Ratna &ward and
scores of others speak for his deep involvement in whatever he undertakes to do. "he
+est Sales "a* payer &ward proves his uprightness as a responsible $ndian citi5en.
"he "89 scion "8 +harath is a new age visionary. 2verseas education ( a post
graduation in +usiness &dministration with $nternational Management as elective ( and
work e*perience plus a disciplined $ndian upbringing have inculcated in him a deep
sense of values and an abiding respect for the state(of(the(art. & combination that has
worked wonders for the conglomerate. &s the #hairman and Managing -irector of Sree
Rayalaseema Hi(strength Hypo %td. and as #hairman for "89 $nfo systems %td. "89
Pro0ects and $nvestments Pvt. %td. "urnover has doubled resulting in phenomenal profit
soaring as in the case of Sree Rayalaseema Hi(strength Hypo %td. thanks to the
imaginative cost(cutting measures introduced by him. +rilliant Securities has established
many branches under his able steering.
!.! Pro'uts
Ch#or 1 $#:a#i Pro'uts
#austic Soda (%yeE,lakes) (Mercury(free)
%i!uid #hlorine
Hydrochloric &cid
#austic Potash (%yeE,lakes)
MBA, KVSW 32
EMPLOYEE MOTIVATION THE
MOURYA INN
Sodium Hypochlorite (%i!uid)
+arium Sulphate (Precipitated powder)
Castor Derivatives
Hydrogenated #astor 2il (,lakes)
>A Hydro*y Stearic &cid (,lakes)
Ricinoleic &cid (%i!uid)
Rubber 8rade Stearic &cid
Methyl >A H S & (,lakes)
Fatt. $i's
Stearic &cid
Hard ,atty &cids
Soft ,atty &cids
Soap =oodles
8lycerine

"he chloro(alkali products find varied applications and form the raw(material base for
a wide range of industries. #austic Soda is used by aluminium paper T pulp pharmacy
soap te*tile and rayon industries. %i!uid #hlorine helps in water treatment and is also
used by paper manufacturers. Hydrochloric acid finds e*tensive usage in water treatment
2S$= manufacturing bone washing and general chemicals manufacturing. #austic
Potash is used by manufacturers of dyes pharmaceuticals food products li!uid fertilisers
and potassium compounds.
Sodium Hypochlorite is used for water treatment te*tile processing paper and
pulp production. +arium Sulphate is used in the manufacture of storage batteries paints
and adhesives. "he castor derivatives are used widely by various industries.
Hydrogenated #astor 2il is used in the manufacture of calcium(based greases cosmetics
MBA, KVSW 33
EMPLOYEE MOTIVATION THE
MOURYA INN
pencils and lubricants. Hydro*y Stearic &cid goes into greases and lubricants and
Ricinoleic &cid is used by confectionery makers. Methyl >A HS& is used to produce
comple* greases and other lubricants while Rubber grade Stearic &cid is used by
synthetic rubber (tubes and tyres) manufacturers and the footwear industry.
Sree Rayalaseema &lkalies and &llied #hemicals %td. is also a full(scale provider of
fatty acids like stearic &cids glycerine and soap noodles which form the raw material for
a wide range of industries from toothpastes soaps cosmetics and te*tile au*iliaries to
paints plastics water proofing cements leather and tobacco tanning metal polishes and
drugs T pharmaceuticals. &n ultra(modern fatty acid comple* caters to these production
re!uirements.
MBA, KVSW 34
EMPLOYEE MOTIVATION THE
MOURYA INN
Pro'ution Ca&ait.
$ts voluminous plants endow the company with the capacity to meet its market
demand on time and within costs.
Product
$nstalled capacity
("ons per annum)
#austic Soda H?DFF
%i!uid #hlorine L?CA?
Hydrochloric &cid >FFV AL@LF
Hydrogenated #astor 2il >HDFF
>A Hydro*y Stearic &cid ??FF
#austic Potash >HDFF
Ricinoleic &cid HHF
,atty &cids HHFF
Stearic &cid >>DDF
Soap =oodles HHFF
8lycerine >HDF
"oilet Soaps @?AF
The ,oa&s Division
"he company is also a key provider of Mercury(free caustic lye for leading soap
manufacturers. $t was only a matter of well planned forward integration for the company
to venture into soap manufacturing.
MBA, KVSW 35
EMPLOYEE MOTIVATION THE
MOURYA INN
"he fragrant Ro.a# ,an'a# ,affron ,oa& is the first and only one of its kind to
bring the goodness of both saffron and sandal together and offer the XfairnessX benefit to
the users.
#ool %ime is the companyXs answer to the freshness and fragrance segment.
Ro.a# He1man is an economically(priced bathing bar for the common man on the move.
"a/. Dotor caters to the babies segment and is manufactured with special attention to
the soft tender skin of the babies.
8a'. DotorA & beauty soap is targeted at women and comes with the promise of a
lingering fragrance. &ttractive packaging and sustained marketing strategies have made
them all popularly preferred brands today.
"he $S2 ?FFA $S2 >LFF> and $S(ACCC certifications talk for the companyXs obsession
with !uality. "he international class !uality of the companyXs produce and the intricate
marketing network spanning continents have found for it an assured place in the e*port
markets ever since its inception. Cana'aA ChinaA Du/aiA FraneA ;eorgiaA ;erman.A
;reeeA IranA Ita#.A Ba&anA Bor'anA @en.aA @oreaA @u0aitA Ma#a.siaA Nether#an'sA
Po#an'A RussiaA ,inga&oreA ,&ainA ,ri 8an:aA ,au'i $ra/iaA Thai#an'A U,$A U@ and
a host of other countries prefer Sree Rayalaseema &lkalies and &llied #hemicals %td.
over other players in the field. "he soaps division e*ports its products to ,ri 8an:aA
Ma#a.siaA @u0aitA ,harCahA "ahrainA Du/ai an' other ountries in the ;u#f.
$N$86,I, U,IN; P-RC-NT$;- M-THOD
MBA, KVSW 36
EMPLOYEE MOTIVATION THE
MOURYA INN
Ta/#e1%.1
>.:hat is Motivation &ccording to youN
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
3rge >H LD
,eelings C AA
$nternal -rive H >@
-esire D >L
Chart11
Inter&retation:
,rom the above chart it is identified that about(LDV) of them feel motivation as 3rge
(AAV)as ,eeling (>@V) as $nternal -rive and (>LV) as -esire.

Ta/#e1%.2
MBA, KVSW 37
EMPLOYEE MOTIVATION THE
MOURYA INN
A."o what e*tent you believe in motivationN
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
%ittle e*tent AR HD
"o some e*tent C AA
"o large e*tent L >>
&ll the above F F
Chart12
Inter&retation:
,rom the above chart it is identified that about (HDV) of them feel motivation %ittle
e*tent(AAV) "o some e*tent (>>V) "o large e*tent and (FV) &ll the above.
Ta/#e1%.!
R.Kour current wages and bonus are commensurate to your 0obN
MBA, KVSW 38
EMPLOYEE MOTIVATION THE
MOURYA INN
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
&gree >? DL
-isagree @ AF
Strongly disagree L >>
Strongly agree D >L
Chart1!
Inter&retation:
,rom the above chart it is identified that about (DLV) of them feel motivation &gree
(AFV) -isagree(>>V) Strongly disagree and Strongly agree (>LV) some of the
respondents agree that current wages and bonus are commensurate to their 0ob.
Ta/#e1%.%
L.-o you think positive motivation will work all the timeN
MBA, KVSW 39
EMPLOYEE MOTIVATION THE
MOURYA INN
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
Kes >D LA
=o AF D@
Chart1%

Inter&retation:
,rom the above chart it is identified that about (LAV) of them feel motivation
Kes (D@V) =o most of the employees believes that positive motivation will not
work all the time.
Ta/#e1%.(
MBA, KVSW 40
EMPLOYEE MOTIVATION THE
MOURYA INN
D.-o you know motivation can increase which componentN
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
Productivity >D LA
1ffectiveness R ?
1fficiency H >@
Buality L >>
&ll of the above @ AF
Chart1(
Inter&retation:
,rom the above chart it is identified that about (LAV) of feel motivation productivity
(?V) 1ffectiveness(>@V) 1fficiency(>>V) Buality and (AFV) all of the above.

Ta/#e1%.)
H.#ollective motivation can improve your goal of productivityN
MBA, KVSW 41
EMPLOYEE MOTIVATION THE
MOURYA INN
(,rom the superior6s point of view)N
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
&gree >? DL
-isagree >F AC
Strongly disagree D >L
Strongly agree > A
Chart1)
Inter&retation:
,rom the above chart it is identified that about (DLV) of them feel motivation agree
(ACV) -isagree (>LV) strongly disagree and (AV) strongly agree.
Ta/#e1%.*
@.1ffective motivation leads to higher performance
MBA, KVSW 42
EMPLOYEE MOTIVATION THE
MOURYA INN
(,rom the superior6s point of view)
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
&gree >? DL
-isagree @ AF
Strongly -isagree L >>
Strongly &gree D >L
Chart1*
Inter&retation:
,rom the above chart it is identified that about (DLV) of them feel motivation &gree
(AFV) -isagree (>>V) Strongly disagree (>LV) Strongly agree.
Ta/#e1%.E
MBA, KVSW 43
EMPLOYEE MOTIVATION THE
MOURYA INN
C.Kour co(workers are co(operative and helpfulN
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
&gree >C DA
-isagree H >@
Strongly disagree H >@
Strongly &gree D >L
Chart1E
Inter&retation:
,rom the above chart it is identified that about (DAV) of them feel motivation agree
(>@V) -isagree (>@V) Strongly disagree and (>LV) Strongly agree.
Ta/#e1%.F
?."here is need for recreation and entertainment after working hoursN
OPINION NUM"-R OF P-RC-NT$;-,>D?
MBA, KVSW 44
EMPLOYEE MOTIVATION THE
MOURYA INN
R-,POND-NT,
Kes AA HR
=o >R R@
Chart1F

Inter&retation:
,rom the above chart it is identified that about (HRV) of them feel motivation Kes(R@V)
=o.
Ta/#e1%.1G
MBA, KVSW 45
EMPLOYEE MOTIVATION THE
MOURYA INN
>F.Kou are provided encouragement for training and learning
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
&gree >? DL
-isagree >F AC
Strongly disagree D >L
Strongly agree > A
Chart11G
Inter&retation:
,rom the above chart it is identified that about (DLV) of them feel motivation &gree
(ACV) -isagree (>LV) Strongly disagree and (AV) Strongly agree.
Ta/#e1%.11
>>.Hasthe management provides facilities like medical allowances Housing and labour
%abour facilitiesN
MBA, KVSW 46
EMPLOYEE MOTIVATION THE
MOURYA INN
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
&gree >C DA
-isagree H >@
Strongly disagree @ AF
Strongly &gree L >>
Chart111
Inter&retation:
,rom the above chart it is identified that about (DAV) of them feel motivation &gree
(>@V) -isagree (AFV) Strongly disagree and (>>V) Strongly agree.
Ta/#e1%.12
>A.&s employees do you fell lack of motivation from the Superior is"he main cause
ofIIN
OPINION NUM"-R OF P-RC-NT$;-,>D?
MBA, KVSW 47
EMPLOYEE MOTIVATION THE
MOURYA INN
R-,POND-NT,
%ower productivity >R R@
&bsenteeism C AR
%ower performance C AR
=ot able to concentrate A H
%ow output L >>
Chart112
Inter&retation:
,rom the above chart it is identified that about (R@V) of them feel motivation %ower
productivity (ARV) &bsenteeism (ARV) %ower performance (HV) =ot able to
concentrate and (>>V) %ow output.
Ta/#e1%.1!
>R.&re you happy with the following benefitsN
Scheme)
MBA, KVSW 48
EMPLOYEE MOTIVATION THE
MOURYA INN
Marriage loan
#hildren educational loan
&ccident e*penses loan
Medical e*penses loan
Provident fund
8ratuity
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
Kes >C D>
=o >@ L?
Chart11!
Inter&retation: ,rom the above chart it is identified that about (D>V) of them feel
motivation Kes and (L?V) =o.
Ta/#e1%.1%
>L.&s employee what kind of motivation do you really e*pect from your superior6sN
MBA, KVSW 49
EMPLOYEE MOTIVATION THE
MOURYA INN
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
Performance appraisal >L LF
1ncouragement for the
work done
>C D>
+eing fair or honest
towards the employees
R ?
8uiding irrespective of
their desire of attaining
goals
F F
Chart11%
Inter&retation:
,rom the above chart it is identified that about (LFV) of them feel motivation
Performance appraisal (D>V) 1ncouragement for the work done (?V) +eing fair or
honest towards the employees and (FV) 8uiding irrespective of their desire of attaining
goals.
Ta/#e1%.1(
MBA, KVSW 50
EMPLOYEE MOTIVATION THE
MOURYA INN
>D.Money cannot motivate all people under all circumstances.8ive your viewpointN
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
Kes AR HD
=o >A RD
Chart11(
Inter&retation:
,rom the above chart it is identified that about (HDV) of them feel motivation yes and
(RDV) =o.
MBA, KVSW 51
EMPLOYEE MOTIVATION THE
MOURYA INN
Ta/#e1%.1)
>H.$f your superior6s motivates you. $n your viewpointN
OPINION NUM"-R OF
R-,POND-NT,
P-RC-NT$;-,>D?
Buality >F A?
Performance >A RD
1ffectiveness H >@
1fficiency > R
&ll the above H >@
Chart11)
Inter&retation:
,rom the above chart it is identified that about (A?V) of them feel motivation Buality
(RDV) Performance (>@V) 1ffectiveness (RV) 1fficiency and (>@V) &ll of the above.
MBA, KVSW 52
EMPLOYEE MOTIVATION THE
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FINDIN;,
Most of the employees feel that motivation is 0ust an encouragement.
Most of employees say motivation does meet with miracles.
Ma0ority of employees say that their current wages and bonus are commensurate
to their 0ob.
Most of the employees believes that positive motivation will not work all the
time.
Most of the employees say that motivation can increase productivity and
remaining says motivation increase effectiveness efficiency and !uality.
Ma0ority of the employees say that effective performance leads to higher
performance.
#o(workers are co(operative and helpful.
Ma0ority of employees say that because of lack of motivation from superiors
company faces lower productivity.
Ma0ority of employees are happy with the benefits provided by the management.
MBA, KVSW 53
EMPLOYEE MOTIVATION THE
MOURYA INN
,U;;-,TION,
>. 1mployees should be identified by their better performance and should give some
type of incentives promotions etc.So that employee will be booted up and will
work better.
A. Promotions should be given on the basis of performance only.
R. Motivation should give in fair manner without showing any favourism to
employee.
L. "he Management should create a challenging work or new assignment or
opportunity to develop the innovative idea of employee.
D. "he motivation discussion should be practiced well to encourage the open
communication between both the appraisers and appraise.
H. "he Motivation should be unbiased and avoid being stereoN type while
encouraging the employees.
MBA, KVSW 54
EMPLOYEE MOTIVATION THE
MOURYA INN
CONC8U,ION

1mployee motivation refers to the encouragement given by the employer to
energi5e activities that helps the employee in work energi5e.
"he company is providing no of motivational activities which ale helping the
company in return to those activities employee is satisfied with those activities.
Successful motivation is based on appealing to an individual6s intrinsic drives
rather than using e*ternal threats and rewards. Her5berg argued that to motivate an
individual involves identifying and using a range of /satisfiers6. "hese are factors that
will motivate someone to want to do a 0ob successfully eg by meeting their need for more
responsibility higher status greater 0ob satisfaction or enhanced self(esteem. Her5berg6s
ideas on motivation are similar to those of &braham Maslow.
MBA, KVSW 55
EMPLOYEE MOTIVATION THE
MOURYA INN
"I"8IO;R$PH6
"OO@,
+usiness Research Methods by Dona#' R.Coo&erA Pame#a ,.,hin'#er.
+usiness Research Methods by 7i##iam ;.<i:mun'.
Human Research Management by 8.M.Prasa'.
Human Research Management and $ndustrial relations by P.,u//arao.
R-$DIN; M$T-RI$8,
>.&nnual records and reports of the company.
A.Previous pro0ect records at the company.
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2. 000.tgvgrou&.om
MBA, KVSW 56
EMPLOYEE MOTIVATION THE
MOURYA INN
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>.:hat is the ;Motivation< according to youN
a. 3rge b. ,eelings
c. $nternal -rive d. -esire
A. Since how many years you have been working in this organi5ationN
a. F(DKears b.D(>FKears c. >F(>D Kears d. More than >D Kears
R. "o what e*tant you believe in motivationN
a. %ittle e*tent b. "o some e*tent
c. "o large e*tent d. &ll the &bove
L. Kour current wages and bonus are commensurate to your 0obN
a. &gree b. -isagree c. strongly disagree d. strongly agree
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EMPLOYEE MOTIVATION THE
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D. :hat type of non(monetary factors does the organi5ation provideN
a. Medical +enefits b. 8roup life $nsurance
c. &wards d. &ll &bout
H. $s the organi5ation taking measures for managing stressN
a. Kes b. =o
@. &re you satisfied with your working conditionsN
a. &gree b. Strongly agree
c. -isagree d. Strongly -isagree
C. $s ,ood hygienic in the canteenN
a. 1*cellent b. 8ood c. &verage d. Poor e. 9ery poor
?. "here is need for reaction and entertainment after working hoursN
a. Kes b. =o

>F. Kou are provided encouragement for training and learningN
a. Kes b. =o
>>. Has the management provides facilities like medical allowances Housing and labor
welfare facilitiesN
a. &gree b. -isagree
c. Strongly disagree d. Strongly agree
>A. &re the employees encouraged by providing incentivesN
a. Kes b. =o
MBA, KVSW 58
EMPLOYEE MOTIVATION THE
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>R. $ncentives provided by the organi5ationN
a. 1*cellent b. 8ood c. &verage d. Poor e. 9ery Poor
>L. $s grading system used to motivate the employeesN
a. Kes b. =o
>D. &re you satisfied with the 0ob security measures provided by the companyN
a. 1*cellent b. 8ood c. &verage d. Poor e. 9ery Poor
>H. $s retraining available for poor performance of employeeN
a. Kes b. =o
>@. &re you satisfied with recreation facilityN
a. Kes b. =o
>C. $s Management providing leave travel allowance (%"&N)
a. Kes b. =o
>?. &re you satisfied with the casual leavesN
a. Kes b. =o
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EMPLOYEE MOTIVATION THE
MOURYA INN

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